Podcasts about lean startup methodology

Got a notebook full of startup ideas but no clue which one to build first? In this week's pen-and-paper episode, we walk through the ERP—Early Rep Potential—Rubric, our simple scoring system that shows you which idea you can run the fastest customer “reps” on. We'll put Erica (a Tacklebox member juggling “easily twenty ideas”) to the test, scoring her two biggest concepts live. Want to follow along? Grab an editable copy of the ERP template at gettacklebox.com when you sign up for our No Whisper Ideas weekly article here.TackleboxNo Whisper Ideas00:30 When You've Got Lots of Startup Ideas (Meet Erica)02:32 The Two Types of Entrepreneurs07:13 Erica's Ideas12:40 Smooth Jazz13:05 Reps16:20 The ERP Rubric22:51 The ERP in Action

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 3506: Anthony Ongaro draws parallels between habit formation and the Lean Startup Methodology, emphasizing the power of minimally viable actions (MVAs) to create sustainable change. By starting with simple, repeatable actions, testing their effectiveness, and pivoting when necessary, you can develop habits that stick and lead to meaningful, long-term results. Read along with the original article(s) here: https://www.breakthetwitch.com/build-habits/ Quotes to ponder: "It's not about building the best habit in one day; it's about doing something you will be able to repeat tomorrow, and the day after that." "Taking your minimally viable action and pivoting when it's not working will lead you to what ends up working." "Each little step adds up to something far greater over time." 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 3506: Anthony Ongaro draws parallels between habit formation and the Lean Startup Methodology, emphasizing the power of minimally viable actions (MVAs) to create sustainable change. By starting with simple, repeatable actions, testing their effectiveness, and pivoting when necessary, you can develop habits that stick and lead to meaningful, long-term results. Read along with the original article(s) here: https://www.breakthetwitch.com/build-habits/ Quotes to ponder: "It's not about building the best habit in one day; it's about doing something you will be able to repeat tomorrow, and the day after that." "Taking your minimally viable action and pivoting when it's not working will lead you to what ends up working." "Each little step adds up to something far greater over time." 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 3506: Anthony Ongaro draws parallels between habit formation and the Lean Startup Methodology, emphasizing the power of minimally viable actions (MVAs) to create sustainable change. By starting with simple, repeatable actions, testing their effectiveness, and pivoting when necessary, you can develop habits that stick and lead to meaningful, long-term results. Read along with the original article(s) here: https://www.breakthetwitch.com/build-habits/ Quotes to ponder: "It's not about building the best habit in one day; it's about doing something you will be able to repeat tomorrow, and the day after that." "Taking your minimally viable action and pivoting when it's not working will lead you to what ends up working." "Each little step adds up to something far greater over time." Learn more about your ad choices. Visit megaphone.fm/adchoices

Today we'll dig in on productizing your customer's first step. This is the best path to building a product that generates revenue immediately so that you've got some runway and flexibility to build. We'll walk through a few examples, including a Family Operating System that came in at 3am last Thanksgiving from a listener. Tacklebox (50% off with code Holiday)Timestamps00:30 The Thanksgiving Startup Idea - The Family Operating System05:24 Smooth Jazz, with an Offer06:06 Productize the First Step09:16 Theory + Process11:30 Good Customers and Good Dams13:30 A Writing Startup17:02 The First Step for the Family Operating System

This week, Ryan Connell sits down with the legendary Steve Blank, adjunct professor at Stanford and co-founder of the Gordian Knot Center for National Security Innovation, to discuss the need for disruptive innovation and execution in the DoD. Steve shares his insights on the importance of adopting new methodologies, creating a culture that supports rapid innovation, and challenging the frozen middle. We also learn all about Steve's experience co-founding Hacking for Defense, the Lean Startup Methodology, and the Gordian Knot Center. Tune in for an inspiring and honest conversation on the reality behind defense innovation. TIMESTAMPS: (0:47) Steve's entrepreneurial journey (1:30) What is Hacking for Defense? (3:37) Why we need to balance execution and innovation (5:30) The SpaceX case study (8:44) The state of innovation in the DoD (11:05) Why tech adoption is so difficult (15:45) The key to fast-tracking disruption in acquisitions (19:13) The problem with most senior leaders (26:31) The Lean Startup Methodology (33:20) Steve's definition of “innovation” (35:05) The purpose behind the Gordian Knot Center for National Security Innovation LINKS: Follow Ryan: https://www.linkedin.com/in/ryan-connell-8413a03a/ Follow Steve: https://www.linkedin.com/in/steveblank/ Gordian Knot Center: https://gordianknot.stanford.edu/ CDAO: https://www.ai.mil/ Tradewinds: https://www.tradewindai.com/

In part three of testing a startup idea live on the pod, we dive into the Concierge MVP - a crucial step in validating a startup idea by manually solving your customer's problem. We break down the four key ingredients of a Concierge MVP and follow our doctor friend as he builds one for his productivity idea, highlighting both the process and the fears that come with it.Episode 1 in the series: The IdeaEpisode 2 in the series: Acquiring CustomersTackleboxIdea to Startup NewsletterOne Person Landing PageTimestamps:00:30 Intro - The Last 15%03:41 Episodes 1 + 2 recap07:02 Smooth Jazz07:30 The Concierge MVP08:56 The Four Ingredients of the CMVP10:17 Ingredient One: Pick Your Frank13:01 Ingredient Two: Find, and Convince, More Franks15:30 The Landing Page16:35 Champions and Risk18:19 Ingredient Three: The Wedge

In Season 7, we return to the theme of Season 4 with episodes that focus on relationships. What are some of the tools, concepts and practices that we feel keep our connection strong and loving? In this episode, we discuss a tool that is not generally applied to relationships - the Lean Startup Methodology (https://theleanstartup.com/principles). People with codependent habits often get in to relationships very quickly and then spend an enormous amount of time and energy 'making the relationship work.' Applying Lean Startup encourages us to redirect that energy into answering the question - 'should this relationship exist?' We discuss how to start your relationships in a Lean way and how we use the methodology in our lives. Get your Paperback or eBook copy on Amazon: https://www.amazon.com/dp/B0CYH7TMZ1 The full audiobook can be purchased on Amazon (https://www.amazon.com/Making-Re-Making-Codependent-Mind-Codependency/dp/B0D2LYSJC3/) and Spotify (https://open.spotify.com/show/4fzyWWfGTv34T5Hev7DsOP) and other platforms.  00:04:03 The Lean Startup Methodology 00:08:41 Minimum Viable Products 00:11:49 Starting a relationship Lean 00:15:44 Dating Lean 00:19:55 Using Lean Startup to make life decisions Thank you for listening!  

Ever wonder how to turn your entrepreneurial dreams into reality? Tune into our latest episode of Passive Income Pilots as we soar into the world of angel investing and marketplace innovation with Nick Huzar, the CEO and founder of OfferUp! Discover how Nick's room full of unwanted items sparked the vision for a multi-billion-dollar company that revolutionized the way we sell online. Whether you're a passive income beginner or a seasoned investor, this episode is packed with insights on startup growth, the spirit of innovation, and practical tips for investing. Join us as Nick shares his journey through successes, setbacks, and the continuous quest for environmental sustainability through circularity. Gear up for a flight that could change your financial trajectory forever! #OfferUp #AngelInvesting #PassiveIncome #StartupSuccess #EnvironmentalSustainabilityTimestamped Show Notes:(00:00) - Introduction to the episode with Tait Duryea and Ryan Gibson(02:15) - Meet Nick Huzar, the co-founder of OfferUp(04:30) - The conception of OfferUp and Nick's vision for a better marketplace(08:00) - Nick's entrepreneurial mindset and why he chooses innovation over a 9-5(12:25) - The early challenges and bootstrap days of OfferUp(16:45) - The transition from angel investing to VC funding explained(21:10) - How to identify and support potentially groundbreaking startups(26:00) - The intersection of environmental sustainability and technology(30:35) - The anatomy of angel, VC, and private equity investing(34:50) - Real-world stories of investment hits and misses(39:15) - Nick's fresh take on tackling environmental challenges(43:00) - How listeners can get involved in alternative investments(48:00) - Closing remarks and takeaways from Nick's experiences(53:30) - Outro and invitation to connect with Passive Income PilotsRemember to subscribe for more insights at PassiveIncomePilots.com!Join our growing community on FacebookCheck us out on Instagram @PassiveIncomePilotsFollow us on X @IncomePilotsGet our updates on LinkedInBe sure to follow Nick @nhuzar on Instagram or on X @nickhuzar for more insights!Have questions or want to discuss this episode? Contact us at ask@passiveincomepilots.com or record your question to be featured on the show HERE! Fly high with us next time on Passive Income Pilots!

This is probably my favorite startup maxim of all. It ties in with the Lean Startup Methodology, and is core to figuring out what you should be building and for whom. Here is Paul Graham's original article: https://paulgraham.com/ds.htmlAnd maxim I quote, this one from Reid Hoffman: https://www.linkedin.com/pulse/arent-any-typos-essay-we-launched-too-late-reid-hoffman/About AVL Growth PartnersAVL Growth Partners, founded in 2009, is the leading fractional Finance and Accounting firm supporting organizations in pivoting from growth to scale. AVL brings an experienced team of CFOs, Controllers, and Accountants to your organization, delivering transparent, strategic actions for short and long-term success. Transform your financial approach affordably with AVL, supporting companies coast to coast - get to know AVL Growth Partners at avlgrowth.com. (Sponsored)About SpringTime VenturesSpringTime Ventures seeds high-growth startups in healthcare, fintech & insurtech, and logistics & supply chain. We look for founders with domain expertise, forging a path with a truly transformative technology. We only invest in software-based businesses in the USA. We bring a people-focused approach, work quickly, and reach conviction independently. Our initial check size is $600k. You can learn more about us and our approach.     

Eric Ries is the creator of the Lean Startup methodology, author of the New York Times bestseller The Lean Startup, and founder of the Long-Term Stock Exchange (LTSE). He's also a multi-time founder and currently advises startups, VC firms, and larger companies on business and product strategy. In today's episode, we discuss:• The current state of the Lean Startup methodology• Common misconceptions about the Lean Startup methodology• Understanding how to actually think about MVPs (minimum viable products)• When to pivot and when to stay the course• Thoughts on AI and how to deal with uncertainty• How to structure your company around core values and create products that benefit humanity• The philosophy behind Eric's current big idea: the Long-Term Stock Exchange• Much more—Brought to you by Sanity—The most customizable content layer to power your growth engine | Jira Product Discovery—Atlassian's new prioritization and roadmapping tool built for product teams | LinkedIn Ads—Reach professionals and drive results for your business—Find the full transcript at: https://www.lennyspodcast.com/reflections-on-a-movement-eric-ries-creator-of-the-lean-startup-methodology/#transcript—Where to find Eric Ries:• LinkedIn: https://www.linkedin.com/in/eries/• X: https://twitter.com/ericries• Website: https://theleanstartup.com/—Where to find Lenny:• Newsletter: https://www.lennysnewsletter.com• X: https://twitter.com/lennysan• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/—In this episode, we cover:(00:00) Eric's background(04:46) Eric's recent activities and projects(06:23) Eric's start in advising and first-principles thinking(10:56) Lessons from designing the Lean Startup process(14:04) The current state of lean startup methodology(22:33) Common misconceptions about the methodology(24:28) Changes Eric would make in an updated version of Lean Startup(27:52) An explanation of minimum viable product (MVP) and why Eric still stands by the process(37:36) An example of “Less is more”(41:24) More on MVPs and the importance of testing your hypotheses (41:24) How LTSE had to pivot after a partnership fell apart(48:37) Eric's take on the concept of craft(53:36) Why getting fired for standing by your conviction can be a career accelerator(55:17) Tech's mental health crisis(56:28) Advice for founders stuck in a “zombie company”(1:00:16) How continuous pivots shape a company's vision, with a real-life story(1:08:20) Challenges in assessing companies from an external perspective(1:13:17) Practical advice for businesses considering a pivot(1:18:42) The impact of artificial intelligence(1:26:59) The current capabilities of ChatGPT and its potential use as an equalizer in the marketplace(1:31:26) Eric's current work with founders on human flourishing(1:42:40) Advice for founders who want to build ethical companies (1:49:37) Examples of first-principles thinking(1:53:42) Why shareholder primacy theory is wrong(1:55:19) The “spiritual holding company” (1:58:12) Lightning round—Referenced:• The Long-Term Stock Exchange: https://ltse.com/• The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses: https://www.amazon.com/Lean-Startup-Entrepreneurs-Continuous-Innovation/dp/0307887898• Lean manufacturing: https://www.techtarget.com/searcherp/definition/lean-production• Six Sigma: https://www.6sigma.us/six-sigma.php• Clay Christensen: https://claytonchristensen.com/• Eric Ries on 4 Common Misconceptions About Lean Startup: https://www.entrepreneur.com/starting-a-business/eric-ries-on-4-common-misconceptions-about-lean-startup/286701• Anakin Skywalker meme: https://knowyourmeme.com/memes/for-the-better-right• Linear: Building with taste, craft, and focus | Karri Saarinen (co-founder, designer, CEO): https://www.lennyspodcast.com/inside-linear-building-with-taste-craft-and-focus-karri-saarinen-co-founder-designer-ceo/• Snow Crash: https://www.amazon.com/Snow-Crash-Neal-Stephenson/dp/0553380958• IMVU: https://about.imvu.com/• Ben Silbermann on LinkedIn: https://www.linkedin.com/in/silbermann/• Wonder Boy: Tony Hsieh, Zappos, and the Myth of Happiness in Silicon Valley: amazon.com/Wonder-Boy-Zappos-Happiness-Silicon/dp/1250829097• Understanding Steve Jobs's Reality Distortion Field: https://www.emexmag.com/understanding-steve-jobs-reality-distortion-field• Paul Graham's website:http://www.paulgraham.com/raham• Segment: https://segment.com/• Loom: https://www.loom.com/• The Slack story: https://www.paperflite.com/blogs/slack-story• The Social Network on Netflix: https://www.netflix.com/ca/title/70132721• Thomas Kuhn: Paradigm Shift: https://www.simplypsychology.org/kuhn-paradigm.html• Conway's Law: the little-known principle that influences your work more than you think: https://www.atlassian.com/blog/teamwork/what-is-conways-law-acmi• Monty Python and the Holy Grail Guards Scene on YouTube: https://www.youtube.com/watch?v=eVWH01E2weA• Toyota Production System: https://global.toyota/en/company/vision-and-philosophy/production-system/• Warren Buffett's Forbes bio: https://www.forbes.com/profile/warren-buffett• The Enlightened Capitalists: Cautionary Tales of Business Pioneers Who Tried to Do Well by Doing Good: amazon.com/Enlightened-Capitalists-Cautionary-Business-Pioneers/dp/0062880241• The Grace of Kings (The Dandelion Dynasty): https://www.amazon.com/Grace-Kings-Dandelion-Dynasty/dp/148142428• All Systems Red: The Murderbot Diaries: https://www.amazon.com/All-Systems-Red-Murderbot-Diaries/dp/0765397536• Star Wars: Andor on Disney+: https://www.disneyplus.com/series/star-wars-andor/3xsQKWG00GL5• Tesla Powerwall: https://www.tesla.com/powerwall• Levoit Classic 300S ultrasonic smart humidifier: https://www.amazon.com/LEVOIT-Humidifiers-Ultrasonic-Essential-Customized/dp/B09C24TYGQ• The Law of Sustainable Growth: https://www.linkedin.com/pulse/20121015181612-2157554-the-law-of-sustainable-growth/—Production and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com.—Lenny may be an investor in the companies discussed. Get full access to Lenny's Newsletter at www.lennysnewsletter.com/subscribe

Why the Lean Startup Methodology doesn't work for purpose-driven founders. Use these 4 steps instead to make your purpose-driven business grow faster. The post The Entrepreneurial Cycle | Episode #128 appeared first on The Do Business Better School.

Come join Aslo tomorrow for another episode of Numbers Therapy! Our guest will be longtime MVHQ Whale and OG TO as they sit down to talk about strategies needed to build and maximize an early phase startup while looking to attract VC funding to help springboard a companies growth and goals.As a reminder - the Numbers Therapy Podcast is now live, starting with past episode recordings. Download on all your favorite podcast platforms!Podcast Directories: https://www.buzzsprout.com/2019959/directories---For all information regarding our NFT community, collaborations, Magazine, visit our website: https://mvhq.io/To stay up to date with our events an developments follow us on Twitter: https://twitter.com/Metaverse_HQFor daily recaps on everything NFTs follow us on Instagram: https://instagram.com/metaversehqFor engaging entertainment follow us on TikTok: https://tiktok.com/@metaversehqTo stay up to date on new business developments in NFTs follow us on Linked In: https://www.linkedin.com/company/metaverse-hq/For weekly market recaps and news subscribe to our Medium: https://medium.com/metaverse-hq

Timestamps: 4:20 - Reading business books in engineering school 11:50 - The lean startup methodology 19:30 - The lean canvas 39:52 - The entrepreneurial renaissance 51:54 - The lean workshop About Ash Maurya: Ash Maurya is the founder and CEO at Leanstack, a leading provider of Lean Startup and Lean Business Modeling tools, content, and coaching resources. He is also the author of the book Running Lean. Prior to Leanstack, he worked at companies like telecom technologies and Sonus Networks and founded the startup Wired Reach in 2002, which enabled the creation of simple peer to web applications that blurred the boundaries between the desktop and web. He holds a BSc in Electrical Engineering from the Rochester Institute of Technology. The Lean Canvas came about as a way to combat the preconceived notion of business ideas as overnight successes. It helps aspiring founders take their idea and deconstruct it to learn what needs to be tackled first and how to chronicle the process. It helps you get specific (because if you try to build a product for everyone, you end up building a product for no one) and helps you find out whether the problem you're looking to solve is big enough. The Lean Startup Methodology can also help you figure out things like pricing. Founders tend to want to price their product in terms of solution (meaning, based on how much it costs to produce the product/solution) instead of pricing it according to the problem (figuring out how big of a pain the problem is, and how much people are willing to pay to fix it). It can also help founders find paths to customers, whether that be through paid advertising or through posting original content, or through being featured on other people's original content, like Ash just did with Swisspreneur. Memorable Quotes: "Being too early to market is almost as bad as being too late." "When we try to build a product for everyone, we end up building a product for no one." Don't forget to give us a follow on our Twitter, Instagram, Facebook and Linkedin accounts, so you can always stay up to date with our latest initiatives. That way, there's no excuse for missing out on live shows, weekly give-aways or founders dinners!

Rich Simmerman is a serial entrepreneur* at the age of 23.  He's an alum of The Idea Village in New Orleans which helped make that possible.In this Close The Deal .com Podcast episode you'll learn:- The skill of seeking, listening, and acting on mentors' guidance to launch a new product- Using the Lean Startup Methodology to kickstart a new business- The marketing tactics (and data) used to launch a food business that's a tech business at the  coreRich may even challenge you , especially older generations like myself at age 55. And the product he launches will be of interest to anyone wanting to eat healthier or or addressing autoimmune issues.. *Rich is a serial entrepreneur in a new kind of wayEnjoy the show!Hi thee, I'm Ewell Smith, your host of the CloseTheDeal.com Podcast - we're having upbeat to-the-point conversations with entrepreneurs and business leaders about sales and marketing.    Visit www.CloseTheDeal.com to see all episodes.

Jared and Zain share some provocative thinking about Lean Startup Methodology, another set of tools to put in your new toolset for creating consumer-first products, service lines, and experiences. Learn how to improve the output by simplifying the processes that lead to that output. All that, plus the Flava of the Week about how innovators can collectively accelerate the pace of change, expand their vision, and disrupt back. Find all of our network podcasts on your favorite podcast platforms and be sure to subscribe and like us. Learn more at www.healthcarenowradio.com/listen/

On this week's episode of Inside Outside Innovation, we sit down with Esther Gons, CEO and Co-founder of Ground Control and Author of the upcoming book, Innovation Accounting. Esther and Brian Ardinger, Inside Outside Innovation Cofounder, talk about the ins and outs of innovation accounting, and what companies should be doing to track and measure their innovation initiatives. Let's get started.Inside Outside Innovation is the podcast to help new innovators navigate what's next. Each week, we'll give you a front row seat into what it takes to learn, grow, and thrive in today's world of accelerating change and uncertainty. Join us as we explore, engage, and experiment with the best and the brightest innovators, entrepreneurs, and pioneering businesses. Interview Transcript with Esther Gons, CEO and Co-founder of Ground Control and Author of Innovation AccountingBrian Ardinger: Welcome to another episode of Inside Outside Innovation. I'm your host, Brian Ardinger. And as always, we have another amazing guest. Today we have Esther Gons. She is CEO and co-founder of Ground Control, which is a software platform that helps companies measure innovation and co-author of the corporate startup, and upcoming book Innovation Accounting. Welcome Esther to the show. Esther Gons: Thank you, Brian. I'm really happy to be here. Brian Ardinger: I'm excited to have you on the show. We've had Dan Toma, your co-author of the Corporate Startup and Tendayi Viki on the show in the past. How did you get involved in this innovation space?Esther Gons: I think for me, it's been a journey of entrepreneurship. So, my background is basically being an entrepreneur, starting startups, helping startups. So, I've always been an entrepreneur. And one of my first things that I did when I still was actually in my studies of Information Science was starting a business.And one of the things that I was asked to do by one of the bigger computer companies was building something completely new around their selling of computers. And I think that was one of the first corporate startups that I did, but it wasn't called that way, way back when. But I build over the course of two years, a platform with personal logins, with all sorts of new technologies and things that you could do just to sell their computers, to be able to be working from home. So, blog posts that weren't called blog posts. That was just content from people saying your employees will be so loyal. If you have them working from home, all these kinds of things. I even had other vendors ramped up with furniture, stuff like that. It was an amazing platform. And after two years and a lot of money when we finally launched nothing really happened.And the computer company didn't understand because there were no sales whatsoever and they just simply pulled the plug. But for me, that was a really important event because I was asking myself what went wrong there? What was the risk involved? Was it too early? How could I have known? And that was a search that put me on the path of pioneering and innovation and understanding how you could deal with that. So obviously that platform that failed was 20 years too early. If we look at the situation right now and we needed a COVID pandemic to get there. But yes, that got me into the puzzle, discovering things like the Lean Startup methodology when Steve Blank wrote about it and then working with other entrepreneurs to get it working. To evolve it. To make sure that startups heard about it. So that was when I started to volunteer for a lot of startup activity in Amsterdam. And got involved in that in the tech scene, since I've always been a tech entrepreneur. Brian Ardinger: Your first book, the Corporate Startup really gave corporations that inside look on what it was like and what it is like, to think and act, and move like startups. And create new business models from scratch. And it was a great opportunity to provide a framework for how corporations think about that. Your new book, Innovation Accounting, I'd love to start there. What is innovation? Accounting, and why is it so important? Esther Gons: A lot of corporates asked for metrics. You're absolutely right. But they usually ask for the one metric to rule everything, right? So how are we doing in terms of innovation? And then they use innovation as a catch-all phrase. We want to know about all of our innovation, right? We want to see everything in our portfolio. So, what we've seen with working with a lot of clients, because we like to be practical about things that we write.We want to know that it works. Is that for that startup kind of innovation, which is different from what you do in terms of innovation in the rest of your company, you could be doing a digital transformation. You could be optimizing your current processes with startups. It's all innovation, but if you truly want to do new business model innovation. Breakthrough in disruptive innovation. Then you actually need something else than the processes and the accounting systems that you have in your current company. And we noticed that if people didn't have that new system in place and they were trying to do Lean Startup and they were trying to build new business models, if they didn't have the whole system, the whole package, then it all turned back into incremental innovation again.So, then we thought, well, we have to let people know that if they truly want to do new business model innovation, this kind of disruptive innovation, they can measure that with the indicators that they have in their current company with that current system. Because then it will always fail or turn back into incremental innovation again.So, let's talk about that word innovation accounting, that Eric Ries, once coined as being the system that teams needed to have to be accountable for the decisions they made based on data. And talk about how that evolved into something else. And then what do you need inside a company? What kind of system do you need, need inside of a company to actually measure that kind of innovation?Brian Ardinger: I think that's such an important point that corporations really need to define innovation and understand the spectrum of it. You know, everything from, like you said, the stuff close to the core of that optimization of what they're currently doing and how that differs significantly from transformational innovation when you're trying to come up with a brand new business model. Why do you think it's so difficult for companies to understand this distinction and be able to do something about it? Esther Gons: For a company, it's ingrained in their system, that their goal is to optimize and grow their current system. Right? That's what they are there for. The CEO has been appointed by the shareholders to do that specific thing. So that means that their whole existence, their future is based on, on executing on that core thing. And that also means that everything that they have gathered around it, their processes, their culture, their people, are based around that. And it's hard to understand something that isn't there yet. Something that is probably really risky. So, if you can't see it, then it's harder to understand and to act around it. So, I think it's actually a good point that you're making Brian, because what we've seen is that if you do not make it visible by either a new system with innovation accounting, or in any other way, then top level, it's hard to make that distinction because you can't see it. You're just seeing the investment that you're making, but you can see what you're doing. And what I always say is that you have to look at it in terms of buckets, right? There's buckets that do not have a really high risk, and that have business goals that are aligned with your core business. So fine, you can do that with the current systems and your investment will have to return something in probably a year, because that's what you're used to.But if you're investing in a high-risk bucket, startups are high risk. I'm a investor myself. So, most VCs know this. This is a high-risk profession, right? You don't know how many will return, what kind of money. And the timelines are vague, could be three years, could be 12 years. So, these high risk buckets needs to have a different approach.But you need to have some sort of visibility in terms of control. So, if you make the bet in your strategy, just that saying, okay, I have business models that are fading. I need to look at the future. Then at least you should have some sort of visibility of what you are doing with that future. So are you betting on a specific innovation thesis like we've described in the Corporate Startup. So, then you want to understand how that is going along. Are we doing well? Are we turning that strategy into, into something really practical? Is your funnel turning into a portfolio? So, you need all kinds of indicators to be able to understand that without falling back to your financial indicator. Because naturally, if you're looking for something that is really new, you're searching and your core business is learning, which means that you do not have a return in Dollars or Euros. You have a return on insights and learnings, and that's what you work for. The Ewing Marion Kauffman FoundationSponsor Voice: The Ewing Marion Kauffman Foundation is a private, nonpartisan foundation based in Kansas City, Missouri, that seeks to build inclusive prosperity through a prepared workforce and entrepreneur-focused economic development. The Foundation uses its $3 billion in assets to change conditions, address root causes, and break down systemic barriers so that all people – regardless of race, gender, or geography – have the opportunity to achieve economic stability, mobility, and prosperity. For more  information, visit www.kauffman.org and connect with us at www.twitter.com/kauffmanfdn and www.facebook.com/kauffmanfdn.Brian Ardinger: So, let's talk about some of those particular metrics. Traditional metrics might be things like profitability, number of customers, things like that. When you get into, on the innovation front, especially transformational innovation, what are some of the early metrics that you should be looking at? Esther Gons: That sounds really simple, right? And I can give you like three indicators, but it makes sense to sort of understand first that what we understand in terms of innovation accounting is like a whole package of indicators. Because you do not only want to understand every single individual team and how that idea is turning into a business model, right. Because we're talking about that journey from idea to business model, and that is a risky journey because you're searching. But you also want to understand how all of the teams are doing inside of the program that you have. Then you want to understand if you have enough ideas to turn that into future portfolio products or services. Is that going along? Do we need more ideas? Is everything stopped at, I don't know, stage two then we definitely have to look at what's going on here. And then you need to also understand from a strategic level, if your bets for the future are doing well. And if your total investment in the future is turning into something that you want for the company. So, these are three levels of indicators or different kinds of indicators that have some sort of abstraction from each other, right? So, at a team level, you need to understand things. Then the manager needs to understand things in terms of how are the teams doing? That is abstracted from the team indicators and strategy level.They don't want to understand how every team is doing, but they do want to understand how that is translated into their portfolio strategy, for instance. So, I think it's important to understand that where Eric Ries said innovation accounting is for the teams. If you want to do it within a corporate situation, you want to do it in a different setting. So, you need to manage all these things and you need be sort of aware or in control of how all of these investments are doing. And if there is some return, I don't know, in the future. Brian Ardinger: So, if I'm part of an innovation team and I'm trying to understand if I'm making progress, what should I be looking at? Should I be looking at the number of ideas I'm working on, the number of assumptions that I'm testing? Where should I start? Esther Gons: For me, the most important thing for, for this kind of innovation is understanding that your core business is learning. So that means there need to be teams that are doing a unified way of working and validating with experiments. Methodically de-risking that business model. Right. So that means that you want to understand if they're learning well. So how many learnings did they have? Maybe you can look at a experiment learning ratio so that every experiment have a learning or not. Or are we doing experiments for the sake of experiments, for instance. If you put that against time or against cost. Because learning for teams is essentially the core business. Brian Ardinger: So, the idea of measuring that against velocity, how fast do they learn, and the cost of that learning. Is that what you're looking at?Esther Gons: So as soon as you put learning the core, you can look at these things, right? So, what is the learning philosophy? What is the learning ratio? What is the velocity cost ratio? How much time do they spend in a certain state, for instance, doing the learnings? That makes sense if you look at the learnings. That is their core business. But I wouldn't ramp up everything if you start. And just look at the core business and what you want to improve, because you have these indicators to be able to steer and improve of them.Brian Ardinger: So, at the organizational level, what are some of the metrics at that portfolio level that companies should be using to know if they're making progress? Esther Gons: That's the top level. You mean the strategic level? I think it's important to understand if you look at that strategic level. The indicators are basically, framed around questions. So, from a strategic point of view, what you're doing is trying to understand how much your company is really under risk of disruption. Right? So is your current business model under threat of, or fade or disruption? Then that is really important to understand. So, we always say, if you look at your portfolio to understand how much you should invest in this kind of innovation, then look at your portfolio in terms of business models and not in terms of products. People usually look at it, in terms of products, right? But then if you look at it, in terms of business models, most of these products are, have the same business model, especially in product driven companies. But the question is my company under the risk of disruption, or is innovation driving growth in the company, that will give you an answer into how much of your investment should actually go to disruptive innovation.And that could then translate into indicators like portfolio fade, stuff like that. And the other questions you should ask yourself is how does my company future look like, right? Am I betting in the right direction? So how is the innovation thesis doing in terms of progressing towards newer stages. Or how efficient is my innovation ecosystem, if I look into the average speed of these innovation going through the stages or are my investment returning something in so many years. Brian Ardinger: So, looking at things like how much of my revenue is coming from new initiatives, things along those lines?Esther Gons: Things along those lines, but that's the easiest one. And that's one that corporates usually want to see that. So that's why I usually stay away from those in questions like this, because in essence, of course you want to understand how much of your growth is driven by revenue from these kinds of disruptive innovations. If you are starting out with innovation accounting right now, you won't be seeing that until three years or four years from now.I think it's then better to look at different kind of indicators on a funnel level. So, what is going on in the funnel? How many of these ideas are actually starting? And how many end up in different stages. Is that progressing well. With one of your innovation theses that you defined, because you wanted to bet in that specific future, nothing is happening after the second stage, you should ask yourself, is this the right pieces? Should we look at it again? So, you need to have some insight depending on the maturity level of your innovation ecosystem, to be able to steer towards a better ecosystem. Brian Ardinger: The last topic I want to talk about is you're based in Amsterdam, so I'd love to get your insights, and I'm curious to know what you're seeing as it pertains to European companies and their approach to innovation and how it may differ from what's going on in the U S. Esther Gons: So, the things I've seen in Europe, but maybe in the Netherlands specifically, is that the Lean Startup and the Lean Startup Methodology is a little bit farther ahead than it is in the U S maybe, especially in terms of the systematic approach towards the Lean Startup and how to do that within a corporate. Which I'm really happy about because that sort of helps me with the innovation accounting. And then the other way around in the U S there is within startups, I'm not sure how that is in a corporate world. But within startups, there's far more appetite for risk investment. So, in Europe, we tend to be a little bit risk averse. Show me first, and then can you at least show me a revenue first before we do any kind of innovation? So, you're dependent on really early-stage angels, if you want to prove that revenue first. But that differs in country per country. But if you look at ten European investment funds, that those tend to be a little bit more risk averse then the U S. And you can see that back into the amount of investments. So, if you compare VC investments, in terms of numbers, US are higher than they are in Europe. For More InformationBrian Ardinger: Well, I can't wait to go a copy of Innovation Accounting. Your books are always so great because they're visual and they're tactical with templates and guides and that. If people want to find out more about your book or about yourself, what's the best way to do that? Esther Gons: For the book, definitely go to Innovation Accounting Book.com, where we have the table of contents and you can download the resources and also look where you can order, and pre-order the book. If you want to know more about me or my company, then simply go to ToGroundControl.Com or might be a little bit more difficult as EstherEmmelyGons.NL. Brian Ardinger: Well, thank you Esther, for being on Inside Outside Innovation. I look forward to continuing to have these conversations about what makes innovation so great and appreciate your time and your insights. Thank you. Esther Gons: Love to be here Brian.Brian Ardinger: That's it for another episode of Inside Outside Innovation. If you want to learn more about our team, our content, our services, check out InsideOutside.io or follow us on Twitter @theIOpodcast or @Ardinger. Until next time, go out and innovate.FREE INNOVATION NEWSLETTER & TOOLSGet 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 HEREYou can also search every Inside Outside Innovation Podcast by Topic and Company.  For more innovations resources, check out IO's Innovation Article Database, Innovation Tools Database, Innovation Book Database, and Innovation Video Database.  

On this week's episode of Inside Outside Innovation, we sit down with Esther Gons, CEO and Co-founder of Ground Control and Author of the upcoming book, Innovation Accounting. Esther and Brian Ardinger, Inside Outside Innovation Cofounder, talk about the ins and outs of innovation accounting, and what companies should be doing to track and measure their innovation initiatives. Let's get started.Inside Outside Innovation is the podcast to help new innovators navigate what's next. Each week, we'll give you a front row seat into what it takes to learn, grow, and thrive in today's world of accelerating change and uncertainty. Join us as we explore, engage, and experiment with the best and the brightest innovators, entrepreneurs, and pioneering businesses. Interview Transcript with Esther Gons, CEO and Co-founder of Ground Control and Author of Innovation AccountingBrian Ardinger: Welcome to another episode of Inside Outside Innovation. I'm your host, Brian Ardinger. And as always, we have another amazing guest. Today we have Esther Gons. She is CEO and co-founder of Ground Control, which is a software platform that helps companies measure innovation and co-author of the corporate startup, and upcoming book Innovation Accounting. Welcome Esther to the show. Esther Gons: Thank you, Brian. I'm really happy to be here. Brian Ardinger: I'm excited to have you on the show. We've had Dan Toma, your co-author of the Corporate Startup and Tendayi Viki on the show in the past. How did you get involved in this innovation space?Esther Gons: I think for me, it's been a journey of entrepreneurship. So, my background is basically being an entrepreneur, starting startups, helping startups. So, I've always been an entrepreneur. And one of my first things that I did when I still was actually in my studies of Information Science was starting a business.And one of the things that I was asked to do by one of the bigger computer companies was building something completely new around their selling of computers. And I think that was one of the first corporate startups that I did, but it wasn't called that way, way back when. But I build over the course of two years, a platform with personal logins, with all sorts of new technologies and things that you could do just to sell their computers, to be able to be working from home. So, blog posts that weren't called blog posts. That was just content from people saying your employees will be so loyal. If you have them working from home, all these kinds of things. I even had other vendors ramped up with furniture, stuff like that. It was an amazing platform. And after two years and a lot of money when we finally launched nothing really happened.And the computer company didn't understand because there were no sales whatsoever and they just simply pulled the plug. But for me, that was a really important event because I was asking myself what went wrong there? What was the risk involved? Was it too early? How could I have known? And that was a search that put me on the path of pioneering and innovation and understanding how you could deal with that. So obviously that platform that failed was 20 years too early. If we look at the situation right now and we needed a COVID pandemic to get there. But yes, that got me into the puzzle, discovering things like the Lean Startup methodology when Steve Blank wrote about it and then working with other entrepreneurs to get it working. To evolve it. To make sure that startups heard about it. So that was when I started to volunteer for a lot of startup activity in Amsterdam. And got involved in that in the tech scene, since I've always been a tech entrepreneur. Brian Ardinger: Your first book, the Corporate Startup really gave corporations that inside look on what it was like and what it is like, to think and act, and move like startups. And create new business models from scratch. And it was a great opportunity to provide a framework for how corporations think about that. Your new book, Innovation Accounting, I'd love to start there. What is innovation? Accounting, and why is it so important? Esther Gons: A lot of corporates asked for metrics. You're absolutely right. But they usually ask for the one metric to rule everything, right? So how are we doing in terms of innovation? And then they use innovation as a catch-all phrase. We want to know about all of our innovation, right? We want to see everything in our portfolio. So, what we've seen with working with a lot of clients, because we like to be practical about things that we write.We want to know that it works. Is that for that startup kind of innovation, which is different from what you do in terms of innovation in the rest of your company, you could be doing a digital transformation. You could be optimizing your current processes with startups. It's all innovation, but if you truly want to do new business model innovation. Breakthrough in disruptive innovation. Then you actually need something else than the processes and the accounting systems that you have in your current company. And we noticed that if people didn't have that new system in place and they were trying to do Lean Startup and they were trying to build new business models, if they didn't have the whole system, the whole package, then it all turned back into incremental innovation again.So, then we thought, well, we have to let people know that if they truly want to do new business model innovation, this kind of disruptive innovation, they can measure that with the indicators that they have in their current company with that current system. Because then it will always fail or turn back into incremental innovation again.So, let's talk about that word innovation accounting, that Eric Ries, once coined as being the system that teams needed to have to be accountable for the decisions they made based on data. And talk about how that evolved into something else. And then what do you need inside a company? What kind of system do you need, need inside of a company to actually measure that kind of innovation?Brian Ardinger: I think that's such an important point that corporations really need to define innovation and understand the spectrum of it. You know, everything from, like you said, the stuff close to the core of that optimization of what they're currently doing and how that differs significantly from transformational innovation when you're trying to come up with a brand new business model. Why do you think it's so difficult for companies to understand this distinction and be able to do something about it? Esther Gons: For a company, it's ingrained in their system, that their goal is to optimize and grow their current system. Right? That's what they are there for. The CEO has been appointed by the shareholders to do that specific thing. So that means that their whole existence, their future is based on, on executing on that core thing. And that also means that everything that they have gathered around it, their processes, their culture, their people, are based around that. And it's hard to understand something that isn't there yet. Something that is probably really risky. So, if you can't see it, then it's harder to understand and to act around it. So, I think it's actually a good point that you're making Brian, because what we've seen is that if you do not make it visible by either a new system with innovation accounting, or in any other way, then top level, it's hard to make that distinction because you can't see it. You're just seeing the investment that you're making, but you can see what you're doing. And what I always say is that you have to look at it in terms of buckets, right? There's buckets that do not have a really high risk, and that have business goals that are aligned with your core business. So fine, you can do that with the current systems and your investment will have to return something in probably a year, because that's what you're used to.But if you're investing in a high-risk bucket, startups are high risk. I'm a investor myself. So, most VCs know this. This is a high-risk profession, right? You don't know how many will return, what kind of money. And the timelines are vague, could be three years, could be 12 years. So, these high risk buckets needs to have a different approach.But you need to have some sort of visibility in terms of control. So, if you make the bet in your strategy, just that saying, okay, I have business models that are fading. I need to look at the future. Then at least you should have some sort of visibility of what you are doing with that future. So are you betting on a specific innovation thesis like we've described in the Corporate Startup. So, then you want to understand how that is going along. Are we doing well? Are we turning that strategy into, into something really practical? Is your funnel turning into a portfolio? So, you need all kinds of indicators to be able to understand that without falling back to your financial indicator. Because naturally, if you're looking for something that is really new, you're searching and your core business is learning, which means that you do not have a return in Dollars or Euros. You have a return on insights and learnings, and that's what you work for. The Ewing Marion Kauffman FoundationSponsor Voice: The Ewing Marion Kauffman Foundation is a private, nonpartisan foundation based in Kansas City, Missouri, that seeks to build inclusive prosperity through a prepared workforce and entrepreneur-focused economic development. The Foundation uses its $3 billion in assets to change conditions, address root causes, and break down systemic barriers so that all people – regardless of race, gender, or geography – have the opportunity to achieve economic stability, mobility, and prosperity. For more  information, visit www.kauffman.org and connect with us at www.twitter.com/kauffmanfdn and www.facebook.com/kauffmanfdn.Brian Ardinger: So, let's talk about some of those particular metrics. Traditional metrics might be things like profitability, number of customers, things like that. When you get into, on the innovation front, especially transformational innovation, what are some of the early metrics that you should be looking at? Esther Gons: That sounds really simple, right? And I can give you like three indicators, but it makes sense to sort of understand first that what we understand in terms of innovation accounting is like a whole package of indicators. Because you do not only want to understand every single individual team and how that idea is turning into a business model, right. Because we're talking about that journey from idea to business model, and that is a risky journey because you're searching. But you also want to understand how all of the teams are doing inside of the program that you have. Then you want to understand if you have enough ideas to turn that into future portfolio products or services. Is that going along? Do we need more ideas? Is everything stopped at, I don't know, stage two then we definitely have to look at what's going on here. And then you need to also understand from a strategic level, if your bets for the future are doing well. And if your total investment in the future is turning into something that you want for the company. So, these are three levels of indicators or different kinds of indicators that have some sort of abstraction from each other, right? So, at a team level, you need to understand things. Then the manager needs to understand things in terms of how are the teams doing? That is abstracted from the team indicators and strategy level.They don't want to understand how every team is doing, but they do want to understand how that is translated into their portfolio strategy, for instance. So, I think it's important to understand that where Eric Ries said innovation accounting is for the teams. If you want to do it within a corporate situation, you want to do it in a different setting. So, you need to manage all these things and you need be sort of aware or in control of how all of these investments are doing. And if there is some return, I don't know, in the future. Brian Ardinger: So, if I'm part of an innovation team and I'm trying to understand if I'm making progress, what should I be looking at? Should I be looking at the number of ideas I'm working on, the number of assumptions that I'm testing? Where should I start? Esther Gons: For me, the most important thing for, for this kind of innovation is understanding that your core business is learning. So that means there need to be teams that are doing a unified way of working and validating with experiments. Methodically de-risking that business model. Right. So that means that you want to understand if they're learning well. So how many learnings did they have? Maybe you can look at a experiment learning ratio so that every experiment have a learning or not. Or are we doing experiments for the sake of experiments, for instance. If you put that against time or against cost. Because learning for teams is essentially the core business. Brian Ardinger: So, the idea of measuring that against velocity, how fast do they learn, and the cost of that learning. Is that what you're looking at?Esther Gons: So as soon as you put learning the core, you can look at these things, right? So, what is the learning philosophy? What is the learning ratio? What is the velocity cost ratio? How much time do they spend in a certain state, for instance, doing the learnings? That makes sense if you look at the learnings. That is their core business. But I wouldn't ramp up everything if you start. And just look at the core business and what you want to improve, because you have these indicators to be able to steer and improve of them.Brian Ardinger: So, at the organizational level, what are some of the metrics at that portfolio level that companies should be using to know if they're making progress? Esther Gons: That's the top level. You mean the strategic level? I think it's important to understand if you look at that strategic level. The indicators are basically, framed around questions. So, from a strategic point of view, what you're doing is trying to understand how much your company is really under risk of disruption. Right? So is your current business model under threat of, or fade or disruption? Then that is really important to understand. So, we always say, if you look at your portfolio to understand how much you should invest in this kind of innovation, then look at your portfolio in terms of business models and not in terms of products. People usually look at it, in terms of products, right? But then if you look at it, in terms of business models, most of these products are, have the same business model, especially in product driven companies. But the question is my company under the risk of disruption, or is innovation driving growth in the company, that will give you an answer into how much of your investment should actually go to disruptive innovation.And that could then translate into indicators like portfolio fade, stuff like that. And the other questions you should ask yourself is how does my company future look like, right? Am I betting in the right direction? So how is the innovation thesis doing in terms of progressing towards newer stages. Or how efficient is my innovation ecosystem, if I look into the average speed of these innovation going through the stages or are my investment returning something in so many years. Brian Ardinger: So, looking at things like how much of my revenue is coming from new initiatives, things along those lines?Esther Gons: Things along those lines, but that's the easiest one. And that's one that corporates usually want to see that. So that's why I usually stay away from those in questions like this, because in essence, of course you want to understand how much of your growth is driven by revenue from these kinds of disruptive innovations. If you are starting out with innovation accounting right now, you won't be seeing that until three years or four years from now.I think it's then better to look at different kind of indicators on a funnel level. So, what is going on in the funnel? How many of these ideas are actually starting? And how many end up in different stages. Is that progressing well. With one of your innovation theses that you defined, because you wanted to bet in that specific future, nothing is happening after the second stage, you should ask yourself, is this the right pieces? Should we look at it again? So, you need to have some insight depending on the maturity level of your innovation ecosystem, to be able to steer towards a better ecosystem. Brian Ardinger: The last topic I want to talk about is you're based in Amsterdam, so I'd love to get your insights, and I'm curious to know what you're seeing as it pertains to European companies and their approach to innovation and how it may differ from what's going on in the U S. Esther Gons: So, the things I've seen in Europe, but maybe in the Netherlands specifically, is that the Lean Startup and the Lean Startup Methodology is a little bit farther ahead than it is in the U S maybe, especially in terms of the systematic approach towards the Lean Startup and how to do that within a corporate. Which I'm really happy about because that sort of helps me with the innovation accounting. And then the other way around in the U S there is within startups, I'm not sure how that is in a corporate world. But within startups, there's far more appetite for risk investment. So, in Europe, we tend to be a little bit risk averse. Show me first, and then can you at least show me a revenue first before we do any kind of innovation? So, you're dependent on really early-stage angels, if you want to prove that revenue first. But that differs in country per country. But if you look at ten European investment funds, that those tend to be a little bit more risk averse then the U S. And you can see that back into the amount of investments. So, if you compare VC investments, in terms of numbers, US are higher than they are in Europe. For More InformationBrian Ardinger: Well, I can't wait to go a copy of Innovation Accounting. Your books are always so great because they're visual and they're tactical with templates and guides and that. If people want to find out more about your book or about yourself, what's the best way to do that? Esther Gons: For the book, definitely go to InnovationAccountingBook.com, where we have the table of contents and you can download the resources and also look where you can order, and pre-order the book. If you want to know more about me or my company, then simply go to ToGroundControl.Com or might be a little bit more difficult as EstherEmmelyGons.NL. Brian Ardinger: Well, thank you Esther, for being on Inside Outside Innovation. I look forward to continuing to have these conversations about what makes innovation so great and appreciate your time and your insights. Thank you. Esther Gons: Love to be here Brian.Brian Ardinger: That's it for another episode of Inside Outside Innovation. If you want to learn more about our team, our content, our services, check out InsideOutside.io or follow us on Twitter @theIOpodcast or @Ardinger. Until next time, go out and innovate.FREE INNOVATION NEWSLETTER & TOOLSGet 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 HEREYou can also search every Inside Outside Innovation Podcast by Topic and Company.  For more innovations resources, check out IO's Innovation Article Database, Innovation Tools Database, Innovation Book Database, and Innovation Video Database.  

Jared and Zain share some provocative thinking about Lean Startup Methodology, another set of tools to put in your new toolset for creating consumer-first products, service lines, and experiences. Learn how to improve the output by simplifying the processes that lead to that output. All that, plus the Flava of the Week about how innovators can collectively accelerate the pace of change, expand their vision, and disrupt back. Shout-out to the Shift.Health Content Network for spreading the awesome, yo! Next steps: Subscribe to Season 2 of Now What?? on the Shift.Health YouTube channel Check out some of our favorite related podcasts: DGTL Voices with Ed Marx, Healthcare 360 with Scott Burgess, Healthcare IT Today with John Lynn and Colin Hung, and Hello Healthcare with Chris Hemphill See acast.com/privacy for privacy and opt-out information.

Jannine and Anush provide a complete snapshot of Zing, including some great insight into the startup methodologies that they are actively applying while developing their business. Every Zing recipe goes through a structured Lean Startup Methodology / feedback loop of testing, reviewing and iterating in their test kitchen community. By leveraging this system they are building products with reduced risk, strong market fit and most importantly a pool of fans who are helping to drive early growth of the business.  If you're in the process of market testing new SKUs and are looking for some inspiration and insight - this episode is for you! _______________________________ Founded in 2020 and located in Toronto, Ontario the team at Zing are creating chef-crafted pantry shortcuts designed to help their consumers make quick, delicious meals at home, with recipes inspired from around the world.  Their condiments and seasoning salts are produced in small batches and are all natural, gluten-free and hand crafted by professional chefs who have worked in restaurants throughout Toronto. Zing ships across Canada and is available in-store at a select number of independent, small businesses. https://cookwithzing.com/  ______________________________________ Please support this podcast by checking out our sponsor FoodPak: https://www.foodpak.com/ Please leave a review, rate the show and if you have any questions or feedback I would love to hear from you : hayden@thepackheavypodcast.com   

Today is all about Lean Startup Methodology. Nick Spiller and Grant Gurtin talk through three concepts: the Build/Measure/Learn cycle, customer discovery interviews, and the lean canvas.Follow us on IG: @BetaBusinessPod

On this episode of Tech Transfer IP, Lisa has the pleasure of speaking with Almesha L. Campbell. Almesha is the Assistant Vice President for Research and Economic Development/Director for Technology Transfer and Commercialization at Jackson State University (JSU). Almesha provides support for the overall direction of the Division of Research and Economic Development and manages the intellectual property process from the triage of invention disclosures to commercialization. Almesha provides strategic direction and vision for defining partnerships in research, commercialization, entrepreneurship, and innovation initiatives between JSU and other institutions, funding agencies, and industry stakeholders. Almesha is the principal investigator for the National Science Foundation funded by JSU Innovations Corps (I-Corps) Site designed to train teams of faculty and students on how to commercialize their ideas using the Lean Startup Methodology. Listen as Almesha speaks about her journey to Tech Transfer, the Center for Innovation, Entrepreneurship, and Economic Development at JSU, and NIGMS XLerator Network at the University of Kentucky. Almesha shares how her office is structured, how many invention disclosures they had in 2019, and what she has done to build trust with the faculty at JSU. Almesha discusses her office's relationship with their corporate partners and philanthropic organizations like the Gates Foundation. Almesha shares some of her office's biggest success stories and a few of their biggest challenges. She speaks about the value she believes that AUTM and other organizations like them bring, her thoughts on credentialing, and what three things she would wish for her office at Jackson State University.  In This Episode: [02:34] Welcome to the show, Almesha! [02:56] Almesha shares her background and her journey to Tech Transfer at JSU. [05:05] Almesha speaks about being offered the job to head the Tech Transfer at JSU. [07:07] Listen as Almesha talks about the Center for Innovation, Entrepreneurship, and Economic Development at JSU. [10:01] Almesha shares presenting her proposal to the President of the University. [13:03] Almesha speaks about the things they have available to non-STEM students. [15:48] Can you tell us a little about NIGMS XLerator Network with the University of Kentucky and XLerateHealth? [19:31] Almesha discusses how her office is structured. [22:14] Almesha talks numbers and shares how many invention disclosures they had in 2019. [25:13] Almesha speaks about some things that have been done to help build trust with the faculty. [27:07] What do you think is most important in managing innovations to have the greatest opportunity for success? [29:03] Almesha shares the relationship they have with their corporate partners. [30:07] Having corporate partners has allowed them to have differently structured deals. [30:58] Almesha speaks about the role of philanthropic organizations like the Gates Foundation. [32:58] Almesha discusses some of her office's biggest success stories regarding successful technologies and startups. [34:10] People, resources, and awareness are some of the biggest challenges that Almesha's office faces. [37:09] Does JSU have any programs to help encourage and assist women inventors and entrepreneurs? [38:27] Almesha shares what value AUTM has given her. [41:17] What other organizations have you been involved with? [43:46] Almesha shares her thoughts on credentialing. [45:23] Almesha discusses three wishes she has for Jackson State University. [47:45] Thank you for being on the show! Find Almesha L. Campbell LinkedIn | Twitter Email  

How do you apply the lean startup methodology to the military? Well, that's the subject of this week's episode of Agile Giants. Pete Newell, whose name may sound familiar because Steve Blank mentioned him at the Corporate Entrepreneurship Forum as the co-author of his upcoming book, Innovation Doctrine. Pete is the CEO of BMNT Inc., a Silicon Valley based innovation consultancy and early stage tech accelerator. He's a retired US Army colonel and the former director of the US Army Rapid Equipping Force. You'll hear on this week's episode a little bit about what Pete's been doing both with BMNT and in the classroom with Steve Blank. And again, just like we did on Steve's episode, teasing this book coming out that I know so many of you are excited about, Innovation Doctrine.

Probably no other startup founder has made the cut at TechCrunch Disrupt, NPR's How I Built This fellowship program, and Babson's WIN Lab. But Lizia Santos is not like any other founder. She built a travel tech startup as a non-tech entrepreneur while simultaneously a mom to three little ones. But she almost lost it all, ran out of money and had to start over. She was ridiculously resilient and came back better and stronger. Now despite the pandemic, her travel platform is growing and expanding internationally. Hear her story, how she did it, what she learned and wants to pass along to aspiring entrepreneurs. SPONSOR: SecureStartup (https://securestartup.com) - Securely and efficiently manage all of the documents between founders and investors.  Opening: Allen & Lizia are on opposite sides of the Florida peninsula. Lizia in Orlando near the Space Coast, Allen in Tampa on the Gulf Coast. 4:05 Lizia gives the origin story of City Catt. She was a journalist with a big idea for better travel. She is from Brazil and travel was always a big part of her life and family growing up. 7:10 One day Lizia and her Dad were discussing their passion for travel. Lizia had her ‘aha moment’ - how can people get access to local information when visiting a location where they don’t know people? 10:40 She did her competitive research and found no websites or apps that did exactly what she was envisioning - there were personal guide solutions but those did not include background checks. This did not feel safe and family friendly. 12:15 Discussion - what’s the first thing you should do when you want to start a software, web, or app company? Lizia describes how she did it wrong by jumping right in to build the product. 14:50 From feedback she would have discovered that her first version could have and should have been much simpler than what she was building. 15:50 Discussion on the non-coder founder dilemma of when and how to work with programmers. 23:40 Allen asks about the dark period when the project was not coming together, cash was running out - how did she cope and pull through. 26:05 Lizia talks about what she had to do personally to survive the difficult time - she brought back her exercise, diet, family, and faith to overcome the stress. 29:30 Lizia is not a proponent of going all-in on your business at the expense of personal health and balance. You need to be equally as intense with your personal life and health as you are with your startup. 30:25 You wouldn’t sprint the first several miles of a marathon - because if you do, you won’t finish the race. 33:50 Allen and Lizia are both TechCrunch Disrupt alum. Amazing experience, amazing connections. 36:10 Growing up in Brazil, Lizia talks about being a pastor’s daughter, a go-getter and a big dreamer. 41:35 Met her husband at a wedding in Boston. Stayed there and started a family until moving to Orlando, her son’s asthma was not good with the cold weather. 48:00 Discussion on how she inadvertently raised seed capital from family. 49:32 While building City Catt, Lizia lost her tech team and ran out of money, and without a working prototype. 52:10 She realized she needed help and mentors. She applied and got accepted to the Babson WIN Lab. There she was challenged to use her resources and creativity. 55:20 WIN Lab taught her to set short-term reachable goals - and believe in herself as a CEO. As a woman and a mom, you are a natural multi-tasker - use this skill in your startup. 1:01:50 The WIN Lab experience woke up the SUPERWOMAN inside of Lizia - felt she could conquer the world. 1:02:20 HOW I BUILT THIS fellowship summit opportunity came up - 16 fellows will be chosen. Lizia believed she could be selected - and then she was. 1:05:47 Met Airbnb co-founder Joe Gebbia at the registration sign in table and had a great one-on-one conversation - fellow travel tech founders! 1:08:30 Lizia and Allen talk about the importance of being bold and taking chances. 1:10:00 Being authentic and honest with your startup’s journey, especially when small and vulnerable, people are drawn in to help you. 1:14:00 Lizia builds her team on skills, personality, and culture fit - not resume. 1:16:00 With the pandemic, Lizia shares how her user's needs have elevated so the level of City Catt service has been elevated also - more trust and transparency. 1:20:25 City Catt also offers a trip planner that works seamlessly with the City Catt full experience - she calls it a ‘Social Trip Planner’. 1:22:30 Lizia says she is now addicted to the startup life - pivoting, improving, and living by the lean startup method. 1:26:45 City Catt is now international - opened by an opportunity with the Olympics in Japan. 1:29:05 SUDDEN INTERRUPTION! A very delicate off-camera negotiation unfolds... 1:30:55 Lizia answers Allen’s final question on how does CityCatt drives traffic and leads? City Catt: https://www.citycatt.comPlan Your Start: https://planyourstart.com

My guest today is Steve Kwan, co-host of the BJJ Mental Models podcast and a Brazilian Jiu-jitsu black belt. In this episode, Steve reveals how the universal principles from the so-called "Lean Startup Methodology" can vastly enhance not only your ability as an instructor but your your ability to do self-directed learning, too. This episode has very unique subject matter and is a blast to think about. So if you're excited to dive in, hit the subscribe button on your podcatcher now! --- Join the Combat Learning Newsletter now: combatlearning.com/newsletter --- Where to find Steve... Instagram: https://www.instagram.com/bjjmentalmodels/ YouTube: https://www.youtube.com/channel/UC3JMczv6cufhxjeq2D8ANjQ Facebook: https://www.facebook.com/bjjmentalmodels Website: https://bjjmentalmodels.com/ --- Thank you so much for listening! If you have any feedback, you can email me at josh@combatlearning.com or send me a message on facebook.com/combatlearning. Now real quick before I go -- can I ask you a huge favor? If you got value from this episode, leave us a review on Apple Podcasts, Google Podcasts, or your favorite podcasting platform. So many shows pop up and fizzle out, and we're talking about stuff that almost nobody is talking about, so leaving us a review helps us a ton! Thanks in advance, and I'll see you on the next episode! --- Produced by Micah Peacock

Good, Better, Best…Never let it rest. Til your good is better and your better is best. St. Jerome. Launching a new business—whether it's a tech start-up, a small company, or an initiative within a large corporation—has always been a hit-or-miss proposition. Rajiv Menon of Informulate joins Charged Up Studio this week to discuss the Lean-Startup Methodology and how it can accelerate the launch process. Find out how to turn ideas into products, measure how customers respond, and when to pivot or persevere. You won't want to miss this episode! Support the show (http://patreon.com/chargedupstudio) Learn more about your ad choices. Visit megaphone.fm/adchoices

Ande has made it her mission to break down the emotional, behavioral and societal barriers that stand between women and strong financial foundations. Early in her more than 25 year career she rejected traditional planning methods that didn’t account for how emotions factor into financial decision making. Wanting to do things differently, she developed an expertise in behavioral finance. In the years to follow, she saw again and again that conventional wisdom about women and money was flawed: It’s not women’s finances that determine their self-worth. It’s women’s sense of self-worth that determines their finances. And like that, a new philosophy was born. In late 2018, Ande launched myWorth, a media community that’s inspiring a financial awakening among women who are eager to take control of their financial journeys. She built myWorth on two core beliefs: Traditional approaches to speaking to women about money are broken. And conversations about money must align directly with women’s personal values and goals. Ande rose to the top of the primarily male-dominated insurance world as the former head of a multi-million-dollar fintech company and VP at Penn Mutual. She is now widely recognized as a driving force in the financial community, holding multiple finance and insurance designations including a CFP®, CLU, ChFC, RICP, BFATM and ChSNC. She regularly appears on top national media outlets to speak about topics at the intersection of women and finance And she has been named one of the “Top 100 in Finance” in 2019 and “Top 50 Women of 2019” by Top 100 Magazine, as well as one of Bristol’s “Who’s Who Among Distinguished Professionals and Executives.” In addition, she is a Gold Stevie Award winner for Female Executive of the Year (Consumer Services 10 employees or less) for 2019. Her book Financially Free: 11 Conversations To Have With Yourself About Life, Money, And Worth was released on March 10, 2020. Ande lives in New York and is married with two children. For more information about Ande, go www.andefrazier.com.

Steve Blank is a serial entrepreneur and the godfather of the ‘lean startup’ methodology.  In 2013, Forbes listed Steve as one of the 30 most influential people in tech. Later that same year, Steve went on to win the 2013 Silicon Valley Visionary Forum award, and a few weeks later was also honored with the 2013 Northern California Environmental Leadership award. However, put to a vote back in his New York City high school, Steve jokes that he might have been chosen ‘least likely to succeed.’ The post 337: How Steve Blank Created The Lean Startup Methodology w/ Steve Blank, The Startup Owner’s Manual [K-Cup DoubleShot] appeared first on Time4Coffee.

Finally we are starting to execute the first iteration of the build-measure-learn feedback loop of the Lean Startup Methodology! Finally we can begin to see what the market has to say about our service and how do we adapt. This is not going to be enough but it is the most important (and often harder) step: Starting.

Marc Andreessen defined Product/market fit as “being in a good market with a product that can satisfy that market.” In an article entitled “The only thing that matters” Andreessen also highlights a few points: At any given startup, the team will range from outstanding to remarkably flawed; the product will range from a masterpiece of engineering to barely functional; and the market will range from booming to comatose. The Lean Startup Methodology in a nutshell The Minimum Viable Product in a nutshell Problem/Solution Fit comes first Product-market fit myths Myth #1: Product market fit is always a discrete, big bang event Myth #2: It’s patently obvious when you have product market fit Myth #3: Once you achieve product-market fit, you can’t lose it Myth #4: Once you have product-market fit, you don’t have to sweat the competition Product-market fit tools

If you want to start your own thing through a business, professional development, or a personal brand as a software engineer or computer scientist, then you HAVE to check out the podcast! https://open.spotify.com/show/3TBYu2EZsxJ6vQJ2bso769 Specially the last episode: Lean Startup Methodology!!

The Lean Startup is a book by Eric Ries which talks about a lean method of building your company against the market by putting to test your core hypothesis and beliefs of the company against real customers. The idea is to do this in small sprints or batches so that you can make decisions, and; consequently, change course if needed for the next batch. This is a small review of the book as well as how is Hubble going to apply the methodology soon!

All good things must come to and end... for now “Good Mornings with Nicole & Prax” Season Finale today as we bid goodbye to four straight months of releasing an episode every single day. This Teach Me Tuesday we impart lessons from The Lean Startup Methodology (all the way from Silicon Valley) - do you persist or do you pivot? In our creative endeavours, careers or business ventures there comes a time when we need to step back and ask our customers if we are solving their problems. We need to check if there’s a convergence of interests, are we lining up or is there a disconnect. We will return after re evaluating and re branding our show, and we hope to provide a better show when we’re back. As we sign off this season, we would like to urge our avid listeners to continue having meaningful conversations with others. Thank you! And see you on the next episode. ---

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.

Experienced intrapreneur, executive, and tech disruptor Sean Ahlum speaks about succeeding within the framework of a larger organization. We cover a wide range of interesting and helpful topics like intrapreneurship, innovation accounting, lean startup methodology, managing up, white spaces, unique selling propositions (USP), mindset, sharing ideas, and finding the right team.   While we focus on Step 2 of The Pronto Path, we cover topics that touch on many more steps. The Activation step does not only apply to tax business owners. It applies to anyone working at a company. Employees can act entrepreneurially, too, and reap the benefits. In fact, it is a large part of being a successful tax professional.   A lot of people who have a job think they should not be entrepreneurial, disruptive, or take any risks. Sean takes a different approach and discusses the reason his new mindset takes him further in business.   To learn more, and for the complete show notes, visit: http://taxpronation.com/12   Resources Mentioned:   [02:53] The Beastie Boys and Productive vs Destructive Disruption (http://blog.beastieboys.com/) [05:25] “You can’t break the rules unless you know what the rules are.” —Kevin Canty (https://en.wikipedia.org/wiki/Kevin_Canty_(author)) [06:04] Steve Blank, Eric Ries and Lean Startup Methodology (https://en.wikipedia.org/wiki/Steve_Blank) [08:44] What is tekMountain, Castlebranch, and what makes them special? (http://tekmountain.com/) (https://www.castlebranch.com/) [20:54] “Good artists borrow. Great artists steal.”  —Austin Kleon (https://austinkleon.com/) [29:00] Persona Creation templates (https://www.google.com/search?q=persona+creation+templates) [30:53] Next Gen (http://tekmountain.com/tm_member/nextgen/) [31:21] Kevin Small with NewLine Loan, LLC (https://www.linkedin.com/in/kevin-small-608ab74) [32:54] Tax Preparer is the job with the highest average age (http://time.com/4726657/retirement-age-jobs/) [33:37] Small ball and the 2008 Philadelphia Phillies under Manager Charlie Manuel (https://en.m.wikipedia.org/wiki/2008_Philadelphia_Phillies_season)   Quotables: [05:25] “You can’t break the rules unless you know what the rules are.” —Kevin Canty (https://en.wikipedia.org/wiki/Kevin_Canty_(author)) [13:27] “The object of work is to recover the seriousness of a child at play.” —Nietzsche [20:54] “Good artists borrow. Great artists steal.”  —Austin Kleon (https://austinkleon.com/) [28:14] “I’m an intrapreneur because I just never could figure out what that one thing was that I was super passionate about.” —Sean Ahlum [29:50] “Your customers are probably already telling you what your next product is.” —Sean Ahlum [39:22] “Every single person that operates in the world is the CEO of company YOU.” —Sean Ahlum   In This Conversation We Cover:   [02:53] The Beastie Boys and Productive vs Destructive Disruption (http://blog.beastieboys.com/) [04:28] Innovation inside a more rigid, corporate structure [05:25] “You can’t break the rules unless you know what the rules are.” —Kevin Canty [06:04] Steve Blank, Eric Ries and Lean Startup Methodology [07:50] Disrupting a small business productively and intelligently [08:44] What is tekMountain, Castlebranch, and what makes them special? (http://tekmountain.com/) (https://www.castlebranch.com/) [13:27] “The object of work is to recover the seriousness of a child at play.” —Nietzsche [14:18] Why proximity to success at all levels improves everyone’s success [15:37] The mindset of creating a safe space to incubate innovative ideas [17:37] Innovation Accounting and Return on Learning (ROL) [18:25] Metrics on learning inside a growing company and Pareto’s Principle [19:53] Successful USP’s with examples [20:54] “Good artists borrow. Great artists steal.”  —Austin Kleon (https://austinkleon.com/) [23:45] Why you should innovate in competitive white spaces [26:28] How do I test where my white space is? How do I find my USP? [28:14] “I’m an intrapreneur because I just never could figure out what that one thing was that I was super passionate about.” —Sean Ahlum [28:34] How intrapreneurship and entrepreneurship are a slight psychological step apart [29:00] Persona Creation templates (https://www.google.com/search?q=persona+creation+templates) [29:50] “Your customers are probably already telling you what your next product is.” —Sean Ahlum [30:08] Why the Baby Boomer entrepreneurs are the most successful generation [30:53] Next Gen (http://tekmountain.com/tm_member/nextgen/) [31:21] Kevin Small with NewLine Loan, LLC (https://www.linkedin.com/in/kevin-small-608ab74) [31:58] How can I “manage up” in a company where new ideas are shot down? [32:54] Tax Preparer is the job with the highest average age (http://time.com/4726657/retirement-age-jobs/) [33:37] Small ball and the 2008 Philadelphia Phillies under Manager Charlie Manuel [35:04] How to show value while building psychological trust [37:18] How to take small micro actions to prove out and test ideas [39:22] “Every single person that operates in the world is the CEO of company YOU.” —Sean Ahlum [39:33] Who are the investors in the company of YOU? [41:55] Is being an employee the opposite of being an entrepreneur? Myth busting [44:34] The key questions Sean asks every day to assess whether he should be doing something else [45:40] What does it mean to be your own boss? [46:22] The shift in mindset when you take risk and how surfing is a great analogy [48:07] The two-way relationship between boss and employee [49:00] What Sean looks for in a candidate [51:16] Why diversity breeds innovation [52:05] How to share your ideas with your boss and company [55:10] The difference between having a great idea and executing it   Tax Pro Nation is sponsored by Pronto Tax School, Inc. Sponsored links include:   The Pronto Path infographic http://taxpronation.com/path   Basic Income Tax (Federal) course link: http://taxpronation.com/basic   Business Tax Verified online course link http://taxpronation.com/business   To sponsor an episode, please email hello@taxpronation.com Tax Pro Nation is produced by Podcast Masters

Adrian Aoun is the Founder & CEO @ Forward, a health care system combining world-class doctors with advanced technology to empower patients to take control of their health. To date Adrian has raised funding from some of the true greats of the business including Marc Benioff, Eric Schmidt, Joe Lonsdale, Aaron Levie and Josh Kushner, to name a few. As a result of the incredible work at Forward, they were named to TIME’s Best Inventions of 2017. Before Forward, Adrian was the head of special projects for the CEO of Google/Alphabet and Adrian arrived at Google following the acquisition of his artificial intelligence (AI) company, Wavii. Adrian is also a prolific angel with the likes of WorkRamp, Atrium, Convoy and more in his incredible portfolio. In Today’s Episode You Will Learn: 1.) How Adrian made his way from selling Wavii to running special projects for the CEO @ Google, to now changing the world of healthcare with Forward? 2.) Why does Adrian believe that ideas don't have to be inspiration based and you can follow a process to come to a startup idea? What is the framework for that process? What is it fundamental that one focuses on the problem not the solution? Post problem identification, what is the next step? 3.) Why does Adrian believe that today, the Lean Startup Methodology makes less and less sense? What leads Adrian to suggest that "regulation is not nearly as scary as people think? How does Adrian break regulation up into 3 different categories? How should investors assess and evaluate opportunities that do face regulation? 4.) What does Adrian believe are the core benefits he has received from investing in over 150 startups? What has Jason recognised with regards to the power law effect when investing? How does Adrian approach pro-rata? What has being on the other side of the table taught Adrian about good and bad actors in the world of VC? 5.) How can angels act as a check/balance on the behaviour of VCs? How does Adrian think about investor behavior in both the good and the bad times? How do the best in the business react in both situations? Items Mentioned In Today’s Show: Adrian's Fave Book: Sapiens As always you can follow Harry, The Twenty Minute VC and Adrian on Twitter here! Likewise, you can follow Harry on Instagram here for mojito madness and all things 20VC. We also speak about Movidiam – as brands turn to smarter ways of creating video and digital content, the Movidiam platform offers faster turnarounds whilst maintaining or improving quality. They’re already working with some of the biggest, most innovative companies to help compare teams and freelancers across the global curated network of creative talent. Producers and marketers looking for the best creatives can get a shortlist from Movidiam’s account managers in hours – tailored to their project’s needs. Submit a brief or check out the platform at Movidiam.com.

Dave Cavossa could have played it safe. He had a very successful professional career that would have carried him comfortably into retirement. But Dave's unrelenting desire to create something impactful gave him the courage to step outside his comfort zone, act on an opportunity and begin his entrepreneurial journey. This journey led to the creation of CaddieNow, a technology-based "Uber for Caddying" that aligns with a largely untapped, on-demand, young, mobile labour force. CaddieNow (https://caddienow.com/) is dedicated to bringing caddies (loopers) back to the game and giving every golfer the option of taking a caddie at every course. CaddieNow enables everyone to "Play Like the Pros," exercise more, and help employ and grow the game with the crucial 14-20 year-old demographic. CaddieNow https://uploads.fireside.fm/images/1/1ea879c1-a4a2-4e10-bea4-e5d8368a3c7a/SqPQElko.jpg Topics discussed in this episode include: • Dave's love of golf and experience caddying as a young adult that have both informed and inspired the creation of CaddieNow. • How CaddieNow has created a Blue Ocean Strategy (https://www.blueoceanstrategy.com/) that looks outside the golf industry for a business roadmap that opens up an uncontested market space. • CaddieNow's ability to build a three-sided marketplace, solving problems and creating opportunities for golf course operators, golfers and on-demand caddies. • How CaddieNow embraced The Lean Startup Methodology (https://leanstartup.co/) when they launched in 2016 by starting with a "Minimal Viable Product" in the Washington DC golf market. After their first year of using the build/test/measure/learn feedback loop of validated learning, CaddieNow refined and enhanced their product offering before scaling up to over 100 golf courses nationwide in 2017. CaddieNow will more than double the number of golf courses offering their on-demand caddie booking service in 2018, positioning themselves to scale across the 15,000 golf courses in the US. You can watch The CaddieNow Explainer YouTube video >> here (https://www.youtube.com/watch?v=uwHgqqSXD5A) CaddieNow Video https://uploads.fireside.fm/images/1/1ea879c1-a4a2-4e10-bea4-e5d8368a3c7a/35oDQ-p_.png (https://www.youtube.com/watch?v=uwHgqqSXD5A) Special Guest: Dave Cavossa - Founder and CEO of CaddieNow.

On this week's episode of The ModGolf Podcast, host Colin Weston sits down with Topgolf Media (https://www.topgolfmedia.com/) President YuChiang Cheng to learn how his team is tasked with striking the balance between rapid physical and technological expansion while conveying the consistent message that speaks to the quality, culture and purpose of their brand. Topgolf now has 41 US venues that served over 13 million customers in 2017...and growing. They are expanding globally, starting with Australia, Mexico, Canada and Dubai, along with bringing to market complimentary products, services and experiences. Topgolf Media has been entrusted to not only tell the Topgolf story, but to create innovative brand-extending content such as Topgolf Tour, Chef Showdown, The Hook and the In Focus series. Topgolf Media also helps facilitate new market growth with products such as Topgolf Swing Suites, TopTracer, TopTracer Range and Topgolf Crush. YuChiang shares how his personal entrepreneurial journey of experimentation, curiosity and the occasional failure has shaped his leadership style that encourages staff members to embrace a startup mindset that looks for new opportunities to make things better. YuChiang Cheng https://uploads.fireside.fm/images/1/1ea879c1-a4a2-4e10-bea4-e5d8368a3c7a/wMbAoZNa.jpg Related links discussed in this episode: Topgolf Tour (https://www.youtube.com/playlist?list=PLxaviq9bv_wiMEKuVpa_Y79U5NIjVaVAG) Shotmakers, which premieres April 9 on Golf Channel (https://www.youtube.com/watch?v=MKUSYKYSaBc) Topgolf Chef Showdown (https://www.youtube.com/playlist?list=PLxaviq9bv_wiW6bw5fSMCCgg_4h0yFGGI) In Focus | Topgolf (https://www.youtube.com/playlist?list=PLxaviq9bv_wjRAIDMZw-Bkjlsu4jJKv8p) TopTracer (https://www.toptracer.com/) TopTracer Range (https://www.toptracer.com/range/toptracer-range/) The Hook with Charles Kelley (https://www.youtube.com/playlist?list=PLxaviq9bv_wjnNS_txCI0mfC6Fk-skgQR) Topgolf Crush (https://topgolf.com/us/crush/) WGT - World Golf Tour (https://www.wgt.com/) The Lean Startup Methodology (https://leanstartup.co/) Some of YuChiang's podcast picks (after The ModGolf Podcast, of course): Freakonomics (http://freakonomics.com/) Freakonomics https://uploads.fireside.fm/images/1/1ea879c1-a4a2-4e10-bea4-e5d8368a3c7a/ZGRKwNM8.png Hidden Brain: A Conversation About Life's Unseen Patterns (https://www.npr.org/series/423302056/hidden-brain) Hidden Brain https://uploads.fireside.fm/images/1/1ea879c1-a4a2-4e10-bea4-e5d8368a3c7a/_D1JJ_PP.png This American Life (https://www.thisamericanlife.org/) This American Life https://uploads.fireside.fm/images/1/1ea879c1-a4a2-4e10-bea4-e5d8368a3c7a/YXtVSD7y.png Special Guest: YuChiang Cheng - President, Topgolf Media.

Ernesto Moreno, business coach, entrepreneur, & restaurateur, joins Chad to discuss transforming a restaurant using lean methodology, focusing on your strengths, and finding creativity in running a business. Arepas Lean Startup Methodology The E-Myth Revisited- Michael E. Gerber The ONE Thing- Gary Keller Arepa & Co. Ernesto on Twitter Become a Sponsor of Giant Robots!

  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 […]

As entrepreneurs and leaders in organizations, we come up or are presented with many great ideas. We’ve all had those products, or business startup that we sank our time, money in and ended up being a black hole, draining our motivation, resources and more importantly our time. Eric says “A startup is a human institution designed to create a new product or service under conditions of extreme uncertainty.” ― Eric Ries, Imagine if there was a way for you to semi-scientifically avoid that, and find a sustainable business model and a product that our target audience clamors for. That is exactly what Eric Ries presents in this book. He came up with this, through his own personal struggle in a Start up. In 2004, he was a part of a Startup called IMVUm which was a 3D social communication platform to chat and meet other people. Being a part of the founding team and was its CTO, they all believed their idea. They spent almost a year developing their platforms. They integrated all know communication and popular chat engines of the time. They put their heart and soul into building all the best features they could think of in their platform. And were excited to launch. When they did, to their surprise. CRICKETS were what they found. Very few were interested in their platform. And they were demoralized. I am sure we would be too if we experienced this. So they then talked to their customers and found that their main assumption of integrating exisiting social chat platforms was completely wrong. Users preferred a whole new platform and did not want to use their existing chat networks. If they knew this ahead of time, they would not have wasted time building all those features and focused on what their target audience really wanted. That is how the Lean Startup Methodology was born. Today IMVU is the #1 avatar social community in the world with millions of users. Allow me to leave you with this final thought As entrepreneurs, we often rely on our guts and intuition for our businesses, but we should consider utilizing The lean Startup methodology to test the core assumptions of our product or business. Our goal should be to develop a viable business model based on validated and actionable metrics, instead of solely relying on our guts. We should employ the build, measure and learn loop in order to put our ideas to the test. This will allow us to test and validate our ideas as fast and as often as possible to know when to pivot or persevere. By applying the Lean Startup Framework, we can ensure viability, profitability and create a growth engine we can semi-scientifically bank on before sinking our entire life on an idea that may or may not work.

We just finished our second Hacking for Defense class at Stanford. Eight teams presented their Lessons Learned presentations. Hacking for Defense is a battle-tested problem-solving methodology that runs at Silicon Valley speed. It combines the same Lean Startup Methodology used by the National Science Foundation to commercialize science, with the rapid problem sourcing and curation methodology developed on the battlefields in Afghanistan and Iraq by Colonel Pete Newell and the US Army’s Rapid Equipping Force.

As many of you know only too well, starting a business can take a long time! But what we often don't count in the time it takes to start a business is all the history and experience from past ventures and adventures that make our skill set. All the things you have learned, ever, work together to make you the person you are. My guest on this week's Intrepid Entrepreneur Podcast, Josh Salvo, says his newest project has been seven years in the making. The most recent version of the ReddyYeti platform just launched a few months ago in March, but Josh says it couldn't have happened without his past experiences and websites. At age eighteen, Josh launched a website to help skiers find the right gear for their needs. He himself will admit he was young, and he didn't quite realize what he was getting into! Several projects and years later he and his partners are running ReddyYeti, a community for action sport enthusiasts to discover and help startups. ReddyYeti partners with startups creating amazing products and giving back to their communities. They host a podcast to interview founders, to share the passion and goals of the startups with the community. And they increase visibility of these startups through giveaways. Members of the ReddyYeti community can enter themselves in the giveaways, and gain extra entries by sharing with friends. Josh is telling me about how he and his two partners started ReddyYeti using The Lean StartUp Methodology: they found a cheap way to prove the value of their product, and took that to companies for partnerships! ReddyYeti is only a few months old and already has 2,400 members.  We're also taking about how Josh and his partners learned to pivot as they planned for ReddyYeti to launch, and their plans for the future of the site. And, he's sharing some of the amazing startups ReddyYeti has already partnered with! Bravery in Business Quote “Pushing yourself to a limit like that really helps you really get to know you kind of much deeper level” - Josh Salvo (Click to Tweet) Cliff Notes ReddyYeti is a community of action sport enthusiasts that want to help action sport start-ups get discovered and be found. They are solely geared towards helping start-ups related to outdoor action sports. Want to help get people outside and grow the community of outdoor sport enthusiasts by helping start-ups that they feel align with their values ethically, morally, and in terms of high quality products. Also, they want to work with businesses that are giving back to the environment or the community. When they partner with a business, they bring the founder(s) on their podcast so they can tell their story so people can find out more about them and why their started their business, to make it more personal so consumers can know who they're buying form. Startups partnering with ReddyYeti are also featured on their blog, and their products are in the ReddyYeti giveaway.   ReddyYeti community is currently 2,500 members and growing daily Members enter giveaways via email, and then are also given unique URLs to post/share, and they get more entries into the giveaways by sharing. At the end of a giveaway period the member with the most shares gets a gift card ($100 to evo) They were also doing e-reviews and articles on the products, but based on member feedback going to focus more on podcasts in the future. Josh started out at 18 with a website for skigear called MySkiProfile. Users would put in data about themselves and got products matched to their needs. Then ran the American Yeti, a website with contributors from across the country chiming in about outdoor sports. Just trying to build traction not make money. Operated it for a year, then dormant for a year. Then, Josh and his friends sat down in a basement and came up with the vision for Reddy the Yeti as a new logo/idea. He is Reddy the Yeti, always Ready to help you out and go on an adventure. This version of ReddyYeti just got launched in March 2016, but Josh says it was seven years in the making, had to experiment with all of these other projects to be the person he needed to be to get ReddyYeti started. Seven years of growth / experience has been helpful in getting ReddyYeti launched, and in how fast they have grown (only 5 months old). Josh and his partners (2) had a lot of connections from outdoor sports that helped. Tried to follow Lean Startup methodology: wanted to test product idea. They made a simple webpage with their plan and asked for emails from people who were interested, to be contacted when it launched, and to be automatically entered into 1st giveaway. Grew to 400 subscribers in a few weeks just by reaching out this way to people they knew. They used this as their proof of concept from Lean Startup. Took these numbers to 4 brands and launched their 1st giveaway and got 1,400 more subscribers. ReddyYeti 2.0 will be a platform with all the brands they've ever worked with on there, and any sales from that site Reddyyeti will get commission for. (This is how they plan to make money.) Josh grew up skiing on the east coast (Jersey) went to Utah for a winter in college, “best winter of my life”.  Now he lives in West Harlem NYC. Three partners own ReddyYeti, Josh, Drew (childhood friend) and Mott (college friend of Josh's)     “Instead that you buying from a company, you know who you're buying, you're buying from a person, sort of a community of people that come together to create this product.” - Josh Salvo (Click to Tweet) Resources   ReddyYeti.com Podcast: ReddyYeti-Blog-ReddyYeti-Discover Blog: ReddyYeti.com OIWC.org MountainRidersAlliance.com Culture.Evo.com Evo.com Show Notes: IntrepidEntrepreneur.net/Josh-Salvo

Chris Thompson is a dynamic personality, endurance athlete and CEO of truBrain, a venture-backed neurotechnology startup and developer of the world’s first nootropic drink. He built the company based on productivity, and has a great story about transitioning from a corporate executive position into the world of startups. He is a perfect guest for a show like "Cool Things Entrepreneurs Do".Chris discusses his journey and shares amazing tips on entrepreneurship. He's a true example and disciple of the Lean Startup Methodology coined by Silicon Valley Icon, Eric Ries. Chris started truBrain in an accelerator, assembled a team of neuroscientists, and launched a product in 5 countries all within the first month. truBrain is designed to help provide better focus, increased mental stamina and improved verbal fluency. Tune into episode 161 to hear about Chris Thompson, truBrain, and his best advice for what you can do to become a strong and driven entrepreneur. http://www.trubrain.com

This week I got to sit down with Elizabeth Weaver Engel (@ewengel), CEO and Chief Strategist at Spark Consulting, and Guillermo Ortiz de Zarate (@GuillermoOZ), Director, Information Systems, National Council of Architectural Registration Boards, to discuss their recent white paper, "Innovate the Lean Way: Applying Lean Startup Methodology in the Association Environment.” The white paper is free to download, so check it out. We discussed what lean startup methodology is, why it’s a great fit for small staff associations, and how to get started. The post PODCAST: Associations implementing lean startup methodology appeared first on fusionSpan.

Chad talks with C. Todd Lombardo & Trace Wax about their new book, co-authored with Richard Banfield, Design Sprint: A Practical Guidebook for Building Great Digital Products, as well as the process and benefits of design sprints. Upcase: 50% Off Your First Month For Giant Robots Listeners! Design Sprint: A Practical Guidebook for Building Great Digital Products Giant Robots #106 The Character Growth Card at Character Lab The IKEA Effect- Michael Norton Design Museum Boston Jobs to be Done Framework and Jobs Stories GoToMeeting Lean Startup Methodology Tentative #6 C. Todd on Twitter Trace on Twitter