Podcasts about value proposition canvas

In dieser Podcast-Folge dreht sich alles um Personas – fiktive, detaillierte Charaktere, die typische Nutzer eures Angebots repräsentieren. Personas helfen euch dabei, eure Marke gezielt weiterzuentwickeln. Sie helfen euch bei der Produktentwicklung, der Kommunikation, der Verkaufsargumentation und vielem mehr. Doch in der Praxis werden immer wieder entscheidende Fehler bei der Nutzung von Personas gemacht. Oft werden sie mit Zielgruppen verwechselt. Sie werden zu stark aus der Marken- oder Produktsicht gedacht oder wirken am Ende wie klischeehafte Stereotype. Ein ganz entscheidender Fehler ist, dass motivationale Aspekte vernachlässigt werden – also die Dinge, die die Persona wirklich umtreiben. Michael Stiller erläutert beispielsweise, warum sich der Einsatz der sogenannten Empathy Map lohnt, um die motivationalen Aspekte einer Persona besser zu verstehen. Also: Hört rein in diese Folge und erfahrt, wie ihr Personas wirklich sinnvoll einsetzt – und welche typischen Fehler ihr dabei vermeiden solltet. Hast Du Fragen dazu? Schick eine E-Mail an m.stiller@effektweit.de. Dr. Michael Stiller hat an der RWTH Aachen am Lehrstuhl für Unternehmenspolitik und Marketing promoviert. Nach Stationen in der Beratung (u. a. Marketing Partners, Simon Kucher) ist er aktuell Geschäftsführer von effektweit, einer Unternehmensberatung für Strategie, Marketing und Vertrieb. Dr. Michael Stiller lebt und arbeitet in Köln.

And, here we are: This is the sixth and final episode of our "value proposition design" mini-series introducing the "Value Proposition Canvas" by TheVisibleAuthority! In this one, we'll cover why your firm needs both a point-of-view and a method of delivery, how the two are connected - and how you can go about designing yours. Enjoy! Credits Voices, production, etc. by Ash and Flo. Creative and design advice by @calmar.creativ Into, outro voiceover by @iamthedakota Music also by @iamthedakota   Show notes No notes for this one!

You've heard how important it is to refine your firm's value proposition - so let's get to it! In this episode, Flo will walk you through the process of filling in box nr. #1 in TheVisibleAuthority's "Value Proposition Canvas," and find a comprehensive (and compelling) answer to the question: Why do clients come to you? Credits Voices, production, etc. by Flo Creative and design advice by @calmar.creativ Into, outro voiceover by @iamthedakota Music also by @iamthedakota   Show notes No notes for this one!

In this episode of the Honeypot Podcast, Alexander Wennerberg and Fredrik Heghammar dive deep into the first crucial step of effective idea management: collection. Learn how to gather the best insights and suggestions from your team and beyond! We break down the collection process into three key phases: before, during, and after.Discover how to define your challenges with 'how might we' statements, engage diverse perspectives, and utilize scoring systems for better data. We also discuss the importance of transparency and psychological safety to foster a culture of innovation. Whether you're a manager, entrepreneur, or team leader, these tips will help you optimize your idea collection process for maximum impact.Key takeaways include: Defining clear objectives before collection. Engaging a wide range of perspectives. Structuring your questions for actionable data. Maintaining transparency and providing feedback. Using a double diamond approach to idea refinement.Timestamps:00:00 Introduction and Episode Overview01:40 The Four Pillars and Collection Phases02:22 Defining Challenges and Opportunities03:23 Identifying the Right Audience04:55 Value Proposition Canvas and Actionable Steps06:03 The Importance of Specific Questions07:41 Psychological Safety and Presentation Planning08:43 "How Might We" Statements12:01 Structuring Questions and Scoring14:36 Engaging Diverse Perspectives During Collection17:10 Transparency and Idea Building20:59 After the Collection: Prioritization and Evolution22:35 The Double Diamond Approach24:31 Involving Experts and Users26:15 Summary of Key Collection Practices27:30 Closing and Next Episode PreviewDon't miss out on the next episode where we'll explore the 'manage' phase of idea management.#IdeaManagement #Innovation #BusinessTips #Productivity #Collaboration #HoneypotPodcast #BusinessStrategy #Entrepreneurship #Teamwork #ProblemSolving #HivesCo

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

In this engaging episode, we take a deep dive into strategy and leadership, exploring how businesses analyze, plan, and adapt in today's dynamic world. From the historical roots of strategy (did you know it comes from the Greek word strategos?) to modern applications in global corporations like Apple and Spotify, this episode breaks down the fundamentals of strategic success.

In dieser Podcast-Folge geht um das Thema Kundenzentrierung. Studien zeigen, dass Kundenzentrierung den Erfolg von Unternehmen signifikant steigert. Dennoch arbeiten die meisten Unternehmen in Deutschland nicht kundenzentriert, sondern produktzentriert. Michael Stiller beschreibt, was genau unter Kundenzentrierung zu verstehen ist und erläutert die drei wichtigsten Konzepte, mit denen Unternehmen ihre Kundenzentrierung steigern können. Dr. Michael Stiller hat an der RWTH Aachen am Lehrstuhl für Unternehmenspolitik und Marketing promoviert. Nach Stationen in der Beratung (u. a. Marketing Partners, Simon Kucher) ist er aktuell Geschäftsführer von effektweit, einer Unternehmensberatung für Strategie, Marketing und Vertrieb. Dr. Michael Stiller lebt und arbeitet in Köln.

Thinking differently about your practice: A tool to put the client firstWelcome to The Business of Psychology Podcast. In this episode I want to share how we can use a value proposition to help us plan service that meets the needs of our clients.Full show notes and a transcript of this episode are available at The Business of PsychologyLinks:The Value Proposition Canvas - Strategyzer TemplateRosie on Instagram:@rosiegilderthorp@thepregnancypsychologistThe Business Growth PackReady to grow your practice beyond one person and a laptop? We are here to support you to build a thriving, impactful and profitable business. Invest in our growth pack to confidently grow your service with associates, organisational work or passive income.Our unique package includes strategy and marketing training from Dr Rosie Gilderthorp, Founder of Psychology Business School, and legal contracts from Clare Veal, Commercial Lawyer from Aubergine Legal.Together, we will ensure that you have the strategy and documents you need for growth so you can expand your impact and income while maintaining your work-life balance.Sign up now: The Business Growth PackThank you so much for listening to the Business of Psychology podcast. I'd really appreciate it if you could take the time to subscribe, rate and review the show. It helps more mental health professionals just like you to find us, and it also means a lot to me personally when I read the reviews. Thank you in advance and we'll see you next week for another episode of practical strategy and inspiration to move your independent practice forward.ShownotesIn this episode I wanted to share how we can use a value proposition to help us plan service that meets the needs of our clients.This is a great follow on from my episode talking about creating a customer persona and why that is so important. Essentially, once you deeply understand your customer, what their barriers are to engaging with support, and their real priorities then you need to move on to thinking about what your proposed product or service needs to do for them. In other words, how you add value.There is a tool available from Strategyzer called The Value Proposition Canvas that is designed to help you do exactly that. You complete a canvas for each client group or customer segment that you are working with.You start with the section on the right that asks you to define the pain the client is experiencing, what is keeping them up at night with worry, what are they doing that they regret, or not doing that they wish they were doing? What are they unhappy about? Then you move on to think about what they want to gain from their time with you. What are they hoping they will be able to do? What do they want to be different? How do they think their life will be enriched? Remember this is all from their perspective not yours! Then you move on to the "jobs to be done", again from the client's perspective, what does your service need to achieve for them? This can include...

In der aktuellen Folge des Produktwerker-Podcasts dreht sich alles um ein spannendes Thema für Product Owner: die Progress Design Map. Tim hat erneut den Experten Peter Rochel von UXTO zu Gast, der zusammen mit seinem Team eine Weiterentwicklung des klassischen Value Proposition Canvas vorstellt. Mit der Progress Design Map will UXTO den Jobs-to-de-Done Prozess auf ein neues Level heben, indem die Herausforderungen und Grenzen des Value Proposition Canvas im Rahmen des "Wheel of Progress" angegangen werden. Peter gibt zunächst eine kurze Einführung in das Jobs-to-be-Done-Konzept, das in der Produktentwicklung dafür sorgt, die Bedürfnisse und Aufgaben der Kunden besser zu verstehen. Wie Peter erklärt, war das Value Proposition Canvas bislang zwar ein guter Anfangspunkt, aber in der Praxis stößt es oft an seine Grenzen. Besonders bei der Frage, wie ein Produkt über verschiedene Entwicklungsphasen hinweg optimal gestaltet und am Markt positioniert werden kann, hatte der Canvas Schwächen gezeigt. Hier setzt die Progress Design Map an. Sie ist speziell darauf ausgelegt, die Erkenntnisse aus Kundeninterviews und der kontinuierlichen Marktforschung zu strukturieren und direkt in die Produktentwicklung einzubringen. Im Gegensatz zum herkömmlichen Value Proposition Canvas berücksichtigt die neue Methode die fünf unterschiedlichen Phasen, die ein Kunde durchläuft – die Passive Suche, Aktive Suche, Entscheidung, Erste Nutzung und Wiederholte Nutzung. Peter Rochel erklärt, dass es darum geht, gezielt zu entscheiden, welche Features und Funktionen in welchem Entwicklungsstadium des Produkts priorisiert werden. Statt wahllos alles zu entwickeln, liegt der Fokus darauf, die wertvollsten Fortschritte für den Kunden zu erzielen und dabei nicht unnötig Ressourcen zu verschwenden. Gerade in den frühen Phasen, so Peter, sei es wichtig, den Kunden nicht mit zu vielen Details zu überfordern. Erst wenn ein konkreter Bedarf erkennbar ist, wird das Produkt sukzessive weiterentwickelt. Tim und Peter diskutieren auch die Bedeutung von Ereignissen, die das Kundenverhalten beeinflussen. Sie sprechen über die "limitierenden Kontexte", in denen ein Produkt genutzt wird, und wie diese den Entwicklungsprozess beeinflussen sollten. Peters Beispiel hier ist die Nutzung einer App für urbane Mobilität bei schlechtem Netzempfang oder Regen. Hier wird schnell klar, dass es nicht nur um technische Features geht, sondern darum, wie diese in spezifischen Nutzungsszenarien wirklich einen Fortschritt für den Nutzer bringen. Ein gutes Problemverständnis ist entscheidend, um nicht nur Produkte, sondern echte Lösungen zu liefern. Peter plädiert dafür, frühzeitig Feedback von echten Nutzern zu sammeln und dieses gezielt in die Weiterentwicklung einfließen zu lassen. So wird vermieden, dass sich ein Backlog mit irrelevanten Features füllt, die später mühsam wieder aussortiert werden müssen. Für alle, die tiefer in das Thema einsteigen möchten, empfiehlt Peter die Nutzung der Progress Design Map, welche bald unter Creative Commons frei verfügbar ist. Es ist ein starkes Werkzeug, um die komplexen Zusammenhänge im Innovationsprozess besser zu strukturieren und als Team effizienter zu arbeiten. Die Progress Design Map ist ein Schritt in Richtung einer noch nutzerzentrierteren und datengetriebenen Arbeitsweise. Hört rein und erfahrt, wie ihr eure Produktentwicklung optimieren und eure Produkte noch erfolgreicher machen könnt! Die frühere Folge zur "Jobs-to-be-Done" Methode mit Gast Peter Rochel findet ihr hier: - Mit "Jobs to Be Done"-Interviews zum besseren Kundenverständnis Wir hoffen, dass du einige neue Impulse zum Thema Kundenverständnis aus den Erfahrungen von Peter Rochel ableiten konntest. Bist du selber vielleicht auch aktiv in der Nutzung des Value Proposition Canvas? Dann schau dir mal die Progress Design Map als spannende Weiterentwicklung an.

Cześć! Dzisiaj na tapet bierzemy temat popularny, ale słabo tłumaczony. Chodzi bowiem o Value Proposition Canvas (VPC). Matryca o potężnych możliwościach, które mało kto wykorzystuje. Dzisiaj to zmienimy! Wzór VPC do podglądu Koniecznie dajcie nam znać, jak podobają się Wam takie odcinki solowe! Postaw nam kawę za dzielenie się wiedzą -> https://buycoffee.to/uxpogodzinach Nasz LinkedIn -> https://www.linkedin.com/company/ux-po-godzinach LinkedIn Szymona -> https://www.linkedin.com/in/szymontrzepla/ Muzyka -> Bensound.com

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

 Bio: Pete Newell Pete Newell is a nationally recognized innovation expert whose work is transforming how the  government and other large organizations compete and drive growth.  He is the CEO of BMNT, an internationally recognized innovation consultancy and early-stage tech accelerator that helps solve some of the hardest real-world problems in national security, state and local governments, and beyond. Founded in Silicon Valley, BMNT has offices in Palo Alto, Washington DC, Austin, London, and Canberra. BMNT uses a framework, called H4X®, to drive innovation at speed. H4X® is an adaptation of the problem curation techniques honed on the battlefields of Iraq and Afghanistan combined with the best practices employed by successful Silicon Valley startups. The result is a disciplined, evidence-based, data-driven process for connecting innovation activities into an accountable system that delivers solutions and overcome obstacles to innovation. Pete is a founder and co-author, with Lean Startup founder Steve Blank, of Hacking for Defense (H4D)®, an academic program taught at 47+ universities in the U.S., as well as universities in the UK and Australia. H4D® focuses on solving national security problems. It has in turned created a series of sister courses – Hacking for Diplomacy, Hacking for Oceans, Hacking for Sustainability, Hacking for Local and others – that use the H4X® framework to solve critical real-world problems while providing students with a platform to gain crucial problem-solving experience while performing a national service. Pete continues to advise and teach the original H4D® course at Stanford University with Steve Blank. In addition, Pete is Co-Founder and Board Director of The Common Mission Project, the 501c3 non-profit responsible for creating an international network of mission-driven entrepreneurs, including through programs like H4D®. Prior to joining BMNT, Pete served as the Director of the US Army's Rapid Equipping Force (REF).  Reporting directly to the senior leadership of the Army, he was charged with rapidly finding, integrating, and employing solutions to emerging problems faced by Soldiers on the battlefield. From 2010 to 2013 Pete led the REF in the investment of over $1.4B in efforts designed to counter the effects of improvised explosive devices, reduce small units exposure to suicide bombers and rocket attacks and to reduce their reliance on long resupply chains. He was responsible for the Army's first deployment of mobile manufacturing labs as well as the use of smart phones merged with tactical radio networks. Pete retired from the US Army as a Colonel in 2013. During his 32 years in uniform he served as both an enlisted national guardsman and as an active duty officer. He commanded Infantry units at the platoon through brigade level, while performing special operations, combat, and peace support operations in Panama, Kosovo, Egypt, Kuwait, Iraq and Afghanistan. He is an Army Ranger who has received numerous awards to include the Silver Star and Presidential Unit Citation. Pete holds a BS from Kansas State University, an MS from the US Army Command & General Staff College, an MS from the National Defense University and advanced certificates from the MIT Sloan School and the Stanford Graduate School of Business. Bio: Dr Alison Hawks Dr. Alison Hawks is one of the leading experts advancing public sector innovation. A researcher and academic-turned-entrepreneur, she is the co-founder and CEO of BMNT, Ltd., the innovation company that is changing how public sector innovation happens; and Chair of the Common Mission Project UK, BMNT's charitable partner that guides mission-driven entrepreneurial education in the UK. Dr. Hawks co-founded BMNT Ltd with (Ret) Col Pete Newell, the CEO of BMNT, Inc., in 2019 to bring BMNT's proven innovation approach to the UK market. Under her leadership BMNT has become a trusted innovation partner across all single Services of Defence, the Cabinet Office, and the national security community. She has also helped change how real-world government challenges are addressed in the UK, launching the “Hacking for” academic programmes created in the U.S. These courses that teach university students how to use modern entrepreneurial tools and techniques to solve problems alongside government at startup speed. As a result of her efforts, 14 UK universities are offering Hacking for the Ministry of Defence, Hacking for Sustainability and Hacking for Police. More than 480 students have taken these courses, addressing 103 real-world challenges. Dr. Hawks teaches mission-driven entrepreneurship at King's College London, Department of War Studies and at Imperial College London's Institute of Security Science and Technology. She was named the Woman of the Year for Innovation and Creativity at the Women in Defence Awards in 2022. She serves on the Board of Directors of BMNT, leading development of BMNT's innovation education programs while also guiding the integration of BMNT's rapidly expanding international presence. She was previously Director of Research at the Section 809 Panel, a U.S. Congressionally mandated commission tasked with streamlining and codifying defense acquisition. She was also an Assistant Professor at the School of Foreign Service, Georgetown University, as well as King's College London, Department of Defence Studies where she taught strategy, policy and operations in professional military education. Dr. Hawks' doctoral thesis was in military sociology. She received her Ph.D from the Department of War Studies at King's College London, and her MA in Strategic Studies from the University of Leeds. She holds a BA in Political Science from the University of California, San Diego. She has multiple peer reviewed publications on her research. Interview Highlights 03:50 BMNT 06:20 Serendipity 10:00 Saying yes to the uncomfortable 11:20 Leadership 15:00 Developing a thick skin 20:00 Lessons of an entrepreneur 22:00 Stakeholder success 25:00 Solving problems at speed and at scale 28:00 The innovation pipeline 29:30 Resistance is rational 34:00 Problem curation 38:00 Dual use investments 43:00 Accelerating change 47:00 AUKUS 52:20 AI   Contact Information   ·         LinkedIn: Ali Hawks on LinkedIn ·         LinkedIn Peter Newell on LinkedIn ·         Website:  The Common Mission Project UK ·         Website: BMNT US ·         Website: BMNT UK   Books & Resources ·         Scaling Up Excellence: Getting to More Without Settling for Less: Robert Sutton, Robert , Huggy Rao ·         Value Proposition Canvas ·         Business Model Canvas ·         Hacking for Defense ·         Hacking for Allies ·         AUKUS DIN ·         Impromptu : Amplifying Our Humanity Through AI, Reid Hoffman ·         Huberman Lab Podcast ·         Allie K. Miller ·         Wiring the Winning Organization: Liberating Our Collective Greatness through Slowification, Simplification, and Amplification: Gene Kim, Steven Spear ·         The Friction Project - Bob Sutton, Huggy Rao Episode Transcript  Intro: Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener. Ula Ojiaku My guests for this episode are Pete Newell and Ali Hawks. Pete Newell is the CEO and Co-founder of BMNT, an innovation consultancy and early stage technology incubator that helps solve some of the hardest problems facing the Department of Defense and Intelligence community. Ali Hawks is CEO of BMNT in the UK and also a Co-founder of BMNT in the UK. In addition to this, she is the Chair of the Board of Trustees at the Common Mission Project, and she Co-founded the Common Mission Project in 2019 and drove its growth as a Startup charity in the UK. Without further ado, ladies and gentlemen, my conversation with Pete and Ali, I found it very insightful and I'm sure you would as well. Pete, thank you Ali, thank you so much for being with us on the Agile Innovation Leaders Podcast. It's a great pleasure to have you here.  Pete Newell  Thanks so much for the invite.  Ali Hawks  Yeah. Thank you for having us.  Ula Ojiaku Right, this is the second time ever in the history of my podcast that I'm having two people, two guests. The first time was fun, and I know this one would be as well, and informative. I always start with asking my guests to tell us a bit about themselves. So your background, any memorable happenings that shaped you into the person you are today?  Pete Newell  So I'm a retired army officer. I enlisted when I was 18 and was commissioned when I left college in the mid 80s. I spent most of my career as an Infantryman in tactical units. I spent a great bit of time in the Middle East and other war zones. Towards the end of my career, I ended up as the Director of the Army's Rapid Equipment Force, which is essentially the Skunk Works that was stood up at the start of the Iraq and Afghanistan wars to accelerate technology to solve problems that were emerging on the battlefield, that weren't part of something else, somewhere else. And in that three-year journey, it probably exposed me to first and foremost, the speed at which new problems are presenting themselves, not just on the battlefield, but in the rest of the world. It exposed me to the speed at which technology is changing, being adopted and then being adapted for other purposes. So it's almost like chasing technology as it changes is a whole new sport, and it exposed me to  the challenges of large bureaucratic organisations and their inability to keep up with the speed of the changes in order to remain competitive, whether it was on the battlefield or in the commercial markets or something like that. Those epiphanies really drove, first, my decision to retire from the military, because I became addicted to solving that problem, and second, drove the impetus to launch BMNT in 2013. And in fact, you are right square in the middle of our 10th anniversary of being a company. So it really is, I think, a big deal because we started with four people on a driveway in Palo Alto, California, now we're a global company with multiple companies and are grateful, but that's the history of how we got started.  Ula Ojiaku  Congratulations on your 10th anniversary, and it's an impressive background and story. Ali, what about you?  Ali Hawks  So, my background, a little bit different than Pete's, by training I was an academic, so my training and my PhD was in military sociology. I was really interested in understanding people's experiences in the armed forces, both in the US and the UK. That is what my PhD was focused around, my thesis, and I went on to be an academic at King's College London here in the UK. I've also been an Assistant Professor at Georgetown University in the School of Foreign Service. But it wasn't until I then took a job with the US DoD, in something called a Congressional Advisory Panel called the Section 809 Panel, which was tasked with overhauling all of defense acquisition, and that's where Pete and I met. I think one of those formative experiences in my career was meeting Pete and going to the non-profit that Pete started and spun out of BMNT, it's called the Common Mission Project with a really big program, Hacking for Defense, and Steve Blank also Co-founded that as you know, and Joe Felter. I went to an educator course for this program in Fort Belvoir as a part of my job to understand, could we take these types of methods and put them into congressional legislation or DoD regulation as a way to change how people think about problems? And when I met Pete, it was the intersection of all of the things that I really love, academia, entrepreneurship, defense and national security. I went up to Pete and pitched him and said, I want to take this back to the UK and launch it. That was the start of what has been thousands of conversations about the value that we can add both in the US and the UK.  I worked in some law firms before I did my Master's and my PhD, but mainly my career has been in academia.  Ula Ojiaku  Wow. Thanks for sharing. And would you say it was serendipity that made your paths to cross and how are you finding the journey so far?  Ali Hawks  I think, yes, I think it's serendipity. I have a really different life journey than Pete. And I think in my career at the time when I met Pete, I hadn't really found what it is, what I felt like my purpose should be, or hadn't really found passion or joy in my work to that day. I found things I loved, I loved academia and I love teaching, but it just still didn't hit all of those things that you kind of get up every day and are like, this is what I'm meant to do. And I had done a lot of work on reflecting of what that would feel like and what that would look like and the elements it had to have. So by the time I met Pete, it was almost as if someone was flashing a huge sign at me saying, don't miss your turn, this is your turn. So I think serendipity, but also really understanding what it is that I wanted to do and the type of people I wanted to work with and the journey so far. I'll hand over to Pete in a second, but it's been nothing short of incredible. Pete has an amazing reputation, but as a business partner and as a leader, he allows people to truly learn, experiment, make mistakes, and he pulls everyone along by building confidence and empowering people that work for him. So in terms of kind of coming from academia and becoming a researcher turned entrepreneur, it's been the most formative experience of my career. Being able to work along Pete is like being able to work alongside that kind of guide or that guru, and you're like, wow, I can't believe I get to talk to this person every week and learn from them and be in business with them. So that's how it's going for me. Pete, how's it going for you?  Pete Newell You know, Steve Blank and I had a long conversation about serendipity when he and I met 2015 and here's my advice in serendipity. It really is if you have an active curiosity and a willingness to say yes to things that you wouldn't normally, and you're not adverse to taking risk, the chances of serendipity smacking like lightning greatly go up. And then I go back to my first trip to Stanford University in 2011. Well, I was still a military officer and saying yes to a number of things that people asked me to do, and just one conversation after another led to a meeting with two guys who were Stanford graduate school instructors who were writing a book. Those two decided to write a chapter in that book about the work I was doing at the Rapid Equipment Force. Now, when Huggy Rao and Bob Sutton decided to write a book and hire a case study writer who spent six months digging into your life, you learn all kinds of things about yourself and about the world, and when that's followed by a chance coffee with Steve Blank, who had no idea who I was, and I had no idea who he was, that 15-minute coffee turned into a four-hour discussion between the two of us. I typically would not have been at the Fort Belvoir thing that Ali was at, and I think our meeting was very brief, but it was, I think, six months later when I found her in the library at Georgetown University at some social event and we both decided that we wanted her to do something, and we wanted to do something in the UK, and we wanted to see something between allied countries come together. There was no strategy or grand business development, there was nothing that drove those conversations. It was simply in the spur of the moment, the curiosity takes over and you start to say I can see where this might work. Now, Ali will be the first to tell you, it has not been easy, but it has been a privilege to work with her and to continue to work between the two governments and the countries to see absolutely brilliant things done. And so I just say, I come back to, it's that curiosity connected with the desire to, the willingness to accept a little bit of risk, but learning how to say yes to things that you're uncomfortable with and digging just a little bit more. That opens up that opportunity so much more.  Ula Ojiaku I could see, it's evident to me the way Ali was talking about working with you, Pete, and your leadership, I'm wondering, could there have been anything about your military background that has influenced your leadership style as a whole? Pete Newell Yeah, everything in my background does. I can tell you, even growing up as a kid that the way my parents raised me influenced me positively, and negatively in some cases. My military background, I have been fortunate to work for a group of fantastic military leaders, I spent time in the Special Operations community, I spent time working for Stan McChrystal, I spent time in the Pentagon working for brilliant people. I also worked for some of the absolute worst bosses in the entire world, and I rarely say this about people, they were just bad human beings, and I will tell you in many cases what I learned watching a leader in a just really horrible environment influenced me more than watching the really brilliant guys out there. If you think about it, it's really hard to pattern yourself after somebody who is brilliant and driven and successful and kind and they do all that, but I'll tell you what, you can look at somebody who is really a bad boss and say, I don't want to be like them, and it happens in an instant, that I do not ever want to be like that person. That teaches you a lot about the environment that you want to create that people are going to work in. I have some hard areas, and Ali will acknowledge some of them, in the way people are treated in the workplace. Also as a graduate of the Special Operations community, I have strong feelings about how high performing people should be allowed to perform, and also expectations of how they work. I think the military left me with a high degree of not just respect, but you want to hire people, there's a certain degree of dedication to their success, whether they stay in your company or whether they leave, or they go someplace else, whether they're challenged or something else. And I'll tell you, if there was something hard about transitioning from the military to the business world is, in the military, you're given people and you're told to make them successful no matter what. In the business world, you tend to just fire people who are unsuccessful and not invest time and energy in them. I have never been able to make that change, and it's a bit of a struggle sometimes, because in the business world, you can't afford to hang on to people who are subpar performers, if you want to run a high-performance organisation. So if there's one of the things that I have learned is I am challenged in letting somebody go because I see it as a personal failure if somebody fails to thrive in my organisation, that has been built and imprinted by my past. I think Ali has a very different opinion, because she comes from such a great different place. Here's the beauty of it, the work with people like Ali and some of the others, we can argue and disagree and fight like cats and dogs sometimes, but we still love each other, and it is still an absolutely amazing environment to work in. That's really what, if you get it right, that's what life's like.  Ula Ojiaku What's your view, Ali?  Ali Hawks So we clearly have different backgrounds, I think that I was a bit of a late bloomer in terms of leadership style. Being in academia, you're not really in a leadership position because you're responsible for yourself, and in a way, it's a really good test bed for being an entrepreneur, because in academia you have to have such thick skin, because you turn in your peer reviewed journal publications, you turn in your papers and people write back and slash, and no one's trying to make you feel good. In fact, they want to help you, but also they're quite competitive. So that was a really good proving ground for being able to develop the thick skin for critical feedback or any feedback and really all of the knocks that come with being an entrepreneur. What I took into starting BMNT here four years ago was, things that I took from Pete and from the U.S. was really allowing people and high performers to work in the way that they feel best. One of the things I hated when I was younger in certain jobs, and working in law firms is punching your time card at 8 am, and you punch out at 5, and an hour for lunch, and it never felt right that that was the way to measure someone's productivity or to really enhance or empower people. And so the way that I approach it is we consider everyone to be an adult and to do their job, and also to be as curious as possible. So on our Standup this morning, with two new team members coming back into BMNT, one of the things that we agreed on is if no one's asking for time off to be creative or to have a day or two days to read a book that will enhance their knowledge or make them a better BMNTer, then we're failing. If no one has asked for that time by the end of this calendar year. So the way that I really approach leadership is how can I empower, but also invest in every single person, because it's not me delivering the everyday work, it's the people in my company, so they're building it alongside of me. I hire smart young people who will give feedback and we action that feedback. So we change things based on what we get from a 23-year-old, so everyone in the company feels really valued. And I think, learning from Pete, is also being really honest and transparent with everyone in the company when your chips are down and you have to say, guys, this is what's going on, and I found it has built such a strong cohesion in the team that we have now, that this year going into it is the most excited I've ever been about running BMNT. So taking a lot of what I learned from Pete and also my own experiences of feeling really caged, actually, in most of my jobs, and being able to understand that people work in very different ways, and if you allow them to work in the ways that are best for them, you really do get the best of everyone.  Ula Ojiaku That's very inspiring and insightful. Now, there was something Pete said earlier on about you, Ali, walking up to him and sharing the vision that you wanted to take back what BMNT is doing to the UK and so what made you go for it, what pushed you towards that? Ali Hawks Again, it was a lot of work on my part of really understanding what I wanted to do, and when I approached Pete that day, I was really excited and exuberant and I said, I want to take this back to the UK and I want to run it. And Pete is, as you get to know him, he's very calm and he's quiet, and he kind of looked at me and he said, you should talk to some people. And I thought, okay, I'll go talk to people. So I went out and I talked to people and I got Pete on the phone a few weeks later and I said, Pete, this is my dream job, this is what I want to do. And Pete said, prove it, do a Business Model Canvas. So I then hung up the phone, I googled Business Model Canvas, I watched YouTube videos on how to complete it. I was still working at the 809 Panel, so I was getting up really early to talk to people back in the UK, make phone calls, pulling on all of my contacts because I've been in defense and national security for gosh, since 2009, and I was canvassing everyone I knew, I filled out the Business Model Canvas, I sent it to Pete, he was going to be in DC about a week later, and he wrote back saying we should meet. So we then met and had an initial conversation around what it could look like, but it really wasn't until as Pete said in that library at Georgetown for a reception that we came together and having had both time to think and think about what I put down in the Business Model Canvas, but also how we got along, I think, and gelled as business partners, we decided, let's do it. So when we said we didn't have a plan, I had an idea of what we could do, and I have unfailing determination to make things work, and so I just knew, and I think we both knew if we tried it, that something would come of it, and if not, we would learn a lot from it. So we went from there and it took a while before we got a plan, to be honest, but we got there. Ula Ojiaku Well, here you are. Ali Hawks Exactly. Pete Newell You know, if there's one thing I have learned as an entrepreneur is that the plan you thought you were going to have, is never the one you actually execute. So the faster you begin to test it, usually by talking to people and doing things, the faster you will get rid of bad ideas. And it's not about finding the good idea, but it's about creating all the ideas you could possibly have and then killing them off quickly so that you understand the core of the value that you think you're going to deliver. Everything after that is the mechanics of how to build a business. I mean, that's not easy stuff, when you're launching a company, more importantly when you're launching one in a country you haven't been in in a while, but getting there is really about getting the thought process moving and getting people to disabuse you of the notion that every idea you have is brilliant. Ula Ojiaku I mean, I agree setting up a business isn't easy. I can't imagine the additional challenge of setting it up in the defense sector, the Department of Defense in the US, Ministry of Defence here in the UK. What sort of things would you say would be the additional? Do you have to go through hurdles to go through approvals, clearances and all that? Ali Hawks From the MOD experience, it's less about clearances and those types of things, it's more about understanding, winding your way through what feels like a maze, to find the right stakeholders that you can bring together at the right time to make a decision. So while there are individuals that hold budgets and can make decisions, there's a constellation of people around them that need to be aligned in concert with that decision. If you went to a business, of course, you'll have to have a couple of people on board, but the time to sale or the cost to sale is relatively straightforward. When you go into the government, you have a group of highly motivated people, highly mission-driven people who experience the pain of their problems every day, and they are trying to fight just as hard as you are in order to change something for the better. So in the first instance, you have great allyship with your customers, because you have a shared mission, and you're both working towards it, which is fantastic. The second is really trying to understand if that person has the budget and they need to sign off on it, how much do they need to care about it, or is it their chief of staff that needs to really care about it? Or is it their engineer? So I would say the difference is the amount of discovery that you do and doing that stakeholder mapping, is fundamental to success, but also knowing that people change jobs in the civil service and the Armed Forces every few years, that is a critical skill as a business working with the government, that stakeholder mapping and that discovery with your customers, customer development never ends. So I think that that is the longest pole in the tent in terms of finding the right people, and sometimes people say that's the person that has authority, you go talk to them and they say, no, I don't have any authority, so it's really trying to wind your way through the maze to align those key stakeholders. Pete Newell I would add to what Ali said, is that it's like climbing into a very complicated Swiss watch and you need to understand not just how things work, but you need to understand why they work the way they do, and how they work with other things, and then you need to understand who's responsible for making them work and who the beneficiary of the work is, and who possibly might want to make them not work. So, Ali's comment on stakeholder development, it's at the heart of everything you do -- you talk about more sociology and anthropology than it is anything, it truly is understanding why things work the way they do and what drives people to behave one way versus another. Once you figure that out, then you can figure out how to motivate them to behave one way or another, and where you might fit to help them in their daily job or whatever else. But that stakeholder development and understanding who's in charge, who benefits, who doesn't benefit, why something might be counter to something else is so critical in any consulting business, but in particular, if you are trying to get something done inside a government organisation. It, in many cases, it's archaic, but it still operates underneath a very definitive culture that you can map if you've been at it long. Ula Ojiaku So BMNT, you help government organisations to solve hard problems at speed and at scale. Can you expand on this? Pete Newell It's both I think. I go back to my experience, way back in the Rapid Equipping Force and 2010 is first and foremost, there are tens of thousands of problems that prevent the government from doing what it wants to do. The government is challenged, first, in being able to identify those problems; second, in translating those problems into plain English that other people might understand; third, in using that translated thing to find ever bigger groups of people, to then redefine the problem one more time, so that it makes sense for the rest of the world; and fourth, creating the policies and process that will attract people to come to them and work with them to solve those problems fast enough to build a solution before the problem changes so much that the calculus is completely out of whack again. And in all this there's a complicated long answer, but the impedance difference between the speed at which you develop and acknowledge a problem and your ability to get people to work on it, if it's out of sync with the speed at which technology is being adopted and adapted, you will constantly be perfectly solving the wrong problem, and you'll be constantly delivering things that are antiquated before the day they land in somebody's hands, so that's really the speed issue. I go back to what I said about sociology. This is the speed of your ability to get people to come together to work on something, and then the scale is determining, scale how fast, and scale how big. The scale how fast is, I can start to deliver a solution to this, but I know the solution is going to change every 6 months. So I don't need to commit to building tens of thousands of these over a 5-year contract, but I do need to commit to changing what I deliver every 6 months, or this is going to scale to some big end and it goes into a much different system, you have to be ambidextrous about your approach to scale, and unfortunately most procurement laws, both the United States and in the UK are not built to be ambidextrous. They're built to do one thing and one thing very efficiently only. Unfortunately, that's not the way the world works anymore. Ula Ojiaku Any thoughts, Ali? Ali Hawks As Pete said, and as a sociologist, the most often thing, and I think Pete said this a long time ago when we first met, is the government doesn't have a tech adoption problem, it has a people problem, and a lot of our work, a lot of our customers will come and say they have a tech problem, and they have a huge degree of urgency, but the things that get in their way are they have no common language, and they have no repeatable and scalable process in which to think about and work on their problems. And the framework that we developed, the innovation pipeline, is that process for them to do it. It's not complicated, it's methodology agnostic, and so it allows you to develop an entire workforce around a common language of innovating, mission acceleration, agile transformation, whatever you want to do, recognising that people are at the heart of it. The Head of Innovation at UC Berkeley and during one of our Lean Innovators Summit, said something that has stuck with me for several years now, ad he said, and it really hit home with our customers, because sometimes when I first started BMNT here, I was such an evangelist that I forgot to listen to the customer. I was just so convinced that they needed what we had, and I think the customer was telling me something else and I would get frustrated, and when I heard this, it was resistance is rational. When we go into a room with a group of people, we usually have a customer who is an evangelist of ours, or an early adopter, a huge supporter, and they have a couple of other people who feel the same way they do about change and innovation and moving rapidly, and then 70 percent of the team don't feel that same way. So approaching it and really empathising with the customers and understanding resistance is rational, why would they want to change? Things for them work, the way that they have always done, it works, and that is a rational response. So being able to then develop a service where you're connecting with them and saying, I understand that, and that's a rational response, and then using tools, like one of my favourite tools, the Value Proposition Canvas, to really understand, what are the jobs to be done, and the pains and the gains, and when you speak in that type of language, there are so many times that I have seen this kind of aha moment of like, oh, so if I did that, then I wouldn't have to do this anymore, or I would be able to do this different thing. And this is not complicated, these are not complicated tools or processes we're talking about, but the common denominators of it are discipline, consistency, and hard work. And I think, coming off what Pete said, when you want to get pace and speed, you have to be consistent and you have to be disciplined, and people have to understand what you're saying in order to get over that resistance is rational piece. Pete Newell I think Ali's spot on in terms of the problem with the problem. Oftentimes is, we can put a problem in a room and 10 people work on it and get 10 different versions of the problem, and so part of the art that's involved in the process is to get a group of people to agree to a common definition of a problem and use the same words, because many times we're inventing new words. It's new technology, new problem, but the first thing we do is get everybody to say the same thing the same way, and then start to talk to other people about it, because part two of that is you learn that your problem is probably not the right problem, it's a symptom of something else, and that whole process of discovery is a very disciplined, I would say it's a scientific methodology applied to how we communicate with people. You have to get out and test your theory by talking to the right people in a big enough diverse crowd to truly understand that whether you're on the right track or the wrong track. That's hard work, it really is hard work, and it's even harder to get what I would say critical feedback from people in the process who will challenge your assumptions and will challenge your test, who will challenge the outcomes of that. That's what our team does such a great job of, working with customers to teach them how to do that, but listening to them and helping them come together. At the same time, we're looking at the quality of the work and because we're a third party, we can look over the shoulder and say I see the test, and I see the outcome, but I don't think your test was adequate, or I don't think you tested this in an environment that was diverse enough, that you may be headed down the wrong path. The customer can still decide to go with what they learn, but in most cases, at least they're getting honest feedback that should allow them to pause and relook something. Ali Hawks I think for this particular reason, this is why BMNT is a leader in this space, is because the kind of jurisdiction around that front end of the pipeline, of are we making sure that we're choosing from enough problems and we're not stuck with a couple of investments that might be bad, so to speak, really validating that problem to decide, is it worth working on, is this even progressible, does anyone care about it, can it technically be done, does the organisation care about it, before spending any money on investment. Now that front end of the pipeline is gradually becoming a stronger muscle, and I'll speak for the UK, is gradually becoming a stronger muscle because of the work that BMNT has done, and both in the US and the UK, there is incredibly strong muscle memory around experimentation and incubation, which is fantastic. There's a lot of structure around that and frameworks and a lot of common language, which is amazing, because when you have that developed, going back to the beginning to refine before you put into the machine, so to speak, that's where what we call curation, really validating that problem, that's a single most determining factor on whether a problem will transition to an adopted solution. Most of government starts in experimentation and incubation, so they don't get the benefit of de-risking investment in a solution, and they don't necessarily get the benefit of all the learning to expedite that into incubation and experimentation. So I think where BMNT comes out and really owns that area is in that front end of the pipeline, and when you do that front end, you would be amazed at how fast the other part of the pipeline goes through discover incubation experimentation, because you've increased confidence and really de-risked investment in the solution. Ula Ojiaku Thanks for sharing that Ali, would you say you're applying lean innovation amongst other things to the framework you're referring to, or would that be something else? Pete Newell No, I think that it's all part of the process. We use a variety of tools to get to the data we want, and then it's a matter of doing analysis, and this is why Ali's background as an academic is so critical, because she's keen on analysis, and looking at the data and not skewing the data one way or another, and that's an incredibly important skill in this process. Again, this is really the application of a scientific methodology, and you need to be able to do that, but you need to understand how to get the data. So whether it's Lean or it's Scrum or it's some Google tool or something else. We have become really adaptive in the use of the tools and a mixture of the tools to drive a community of people to create the data we need to make an assessment of whether something's going the right direction or not. And that's the beauty of being involved with the Lean Innovation Educators Forum, the beauty of the time we spend with folks like Alex Osterwalder or with Steve Blank or with the folks from the d.school at Stanford or any of those places that are developing tools. It is understanding how to use and adopt the tool to fit the circumstances, but at the end of the day, it's all about creating the data you need to use the analysis that will drive an insight, that will allow you to make a decision. Too often I find people who are just overly enamoured with the tool and they forget that the tool is just a tool. It's about data, insight, and decisions, and you have to get to a decision at some point. Ula Ojiaku Data, insight, decisions. Amazing. So, if we shift gears a little bit and go into your Strategic Innovation Project, SIP, I understand that one of the shifts you're driving in the DoD and MoD respectively is about their approach to involving private investment in defence technology. Could you share a bit more about that? Pete Newell As part of the innovation pipeline, you have to eventually transition out of the discovery phase and at the end of discovery, you should know that you have the right problem. You have a potential solution and you have a potential pathway that will allow you to deliver that solution in time to actually have an impact on the problem. At that point, you start incubating that solution, and if it's a tech or a product, then you're talking about either helping a company build the right thing, or you're talking about starting a new company, and that new company will have to do the thing. Our work in terms of early-stage tech acceleration is really now focused on what we call dual-use technologies. Those technologies that are required to solve a problem in the military, but also have a digital twin in the commercial world. There has to be a commercial reason for the company being built that's actually going to solve the problem, and so as we looked at that, we found really interesting conversations with investors in the United States and then eventually overseas who were looking for a way to help defense get the technologies it wanted, but have portfolios that don't allow them to just invest in a defense technology, and they were looking for an opportunity to engage one, with like-minded investors, but two, in honest conversations about problems that existed in the military and in the commercial world so they can make better decisions about the deployment of their capital to create the right companies. I think it's probably been five years now we've been working on the hypothesis around this. we started to develop a very strong language around dual-use investments in early-stage tech acceleration and adoption, and we started to build new tools inside government programs, as well as new groups of investors and other folks who wanted to be involved. All that was fine in the United States, but then we found it was a slightly different application outside the United States, particularly in Europe, which is not necessarily the most Startup friendly environment in the world in terms of investment, but at the same time, understanding that the United States has an unequalled appetite for technology to the point where that technology doesn't necessarily exist within the United States, nor do the best opportunities to test that technology exist for the United States, so we had to come up with a way that would allow us to do the same type of investigation with our allies, which turns into this incredible opportunity amongst allied nations and companies and vendors and things like that. And I know that from Ali's standpoint, watching NATO DIANA and other programs start, that it is more challenging, it's a different environment in Europe than it is in the United States. Ali Hawks Picking up there and in terms of the way that we think about investment, and what Pete is talking about is a program we run called Hacking 4 Allies. We currently work with Norway and take dual-use Norwegian Startups into our incubator and accelerator called H4XLabs in the US and we help them enter the US defense market and the commercial market, and one of the things that we're starting to see over here is it is a pathway that doesn't really exist in Europe. So when we think about NATO's DIANA, what DIANA is focused on, which is dual-use and deep tech and what they are overly focused on, and I think is correct, is how do you raise investment in the countries themselves to help booster a whole range of effects around being able to raise money within the country? Ultimately, though, and a lot of what DIANA was doing, in terms of the concept and its focus on dual-use and deep tech, was before the invasion of Ukraine, and so at that time before that, I think in terms of the NATO Innovation Fund and thinking about investment and NATO, it wasn't as comfortable with dual-use and investing in dual-use as the US is, not only is the US comfortable, but you have things like we helped a private capital fund, where people feel a great deal of patriotism, or that it's a part of their service to be able to contribute in that way. That feeling doesn't exist, it exists here, but it manifests itself in a different way, and it doesn't manifest itself as let's invest in dual-use technologies to help our defense and national security. So there's different understandings and cultural feelings towards those things. Now, having had the invasion of Ukraine and now the war in Israel and Gaza and now in Yemen, I think that the change is accelerating, insofar as what are the capabilities that we need to rapidly develop within NATO to be able to feel secure on our borders, and what type of investment does that take? Now, US investment in Europe has dropped about 22 percent in 2023, and so they're a little bit nervous about investing in these companies, and so the strength that being able to change the investment paradigm, which is ultimately, the companies that are going to receive the investment from the NATO Innovation Fund and NATO DIANA, they want to develop in the country, but ultimately all of those companies and their investors want them to get to a bigger market, and that bigger market is the US. So, what we are able to do is to connect real dollars, government dollars and commercial dollars, to those companies. We are one of the only pathways outside of export regimes for the Department of International Trade here in the UK. We are one of the only private pathways that has not only been tested and proved, but that we are able to take more companies year on year, take them to the US and prove that model. Now that's really exciting, especially as we see some of the investment declining, because we're able to identify those companies, we're able to connect them to problems that matter that people are trying to solve, develop the use cases, and then help them on the commercialisation side of things in terms of going into a new market. I think that the way that we think about investment in the US from a BMNT perspective, and the US is a little bit different from Europe and the UK, but the exciting thing is now that we have this proven pathway to enhance and accelerate concepts like DIANA and the NATO Innovation Fund. Ula Ojiaku So it sounds to me like it's not just about the localised investment into the innovation, it's also about BMNT building pathways, so European Startups, for example, that want an inroad into the US, maybe vice versa. Pete Newell I think the AUKUS DIN, the Defense Investor Network really is the collection of the US Investor Network, the UK and Australia. All three countries had Defense Investor Networks that had been set up over the last several years and primarily focused on, one, allowing investors to engage other investors about topics that are of common interest when it comes to this dual-use paradigm; and two, being able to engage with people in the government about things the investors were concerned about. I'm very clear when I talk about the Defense Investor Network, it is about defense investors, not about the government's problem. I've had to redefine that multiple times, as this is about enabling investors to be more proactive and participate in building the right kinds of companies, not about the government telling investors what they need to do, or the government telling the investors how they need to do it. It really, it was built from the investor perspective, and then we found is that the investors were prolifically honest about their feedback to senior people in the government, which I think has been hard for people in the government to get that kind of feedback, but when an investor with a portfolio of 30 and 40 companies looks at the government and says, I will never do it the way you just described, and here's why. Until you change that quantity, it makes no sense for us to participate, invest in, do, you'd be amazed. Sometimes it is the first time somebody's been able to articulate why something isn't going to happen, and then people nod their heads, well, I'll quit asking for that, or I'll go back and change something to see what it is we can do. So, we went from Hacking 4 Allies, which started out as a BMNT program with the Norwegians, to Hacking 4 Allies with the UK, Australia, Norway. At the same time, we had set up the Defense Investor Network, but as soon as we started the Allies program in the UK, the UK-based investors raised their hands and said, what you're doing in the United States, we want to do here, and then the same thing happened in Australia. When they made the AUKUS announcement, it just made too much sense to be able to look at, if we really want a free flow of technology and problems across the AUKUS governments, then surely we should be building ecosystems of like-minded people who can help drive those conversations. So it was super, super easy to bring the AUKUS Investor Network together, it was just too easy. The part that I think is not so easy, but we need to do work on is we, those investors need to be fed problems that are of an AUKUS nature, and at the same time, the governments need to listen to the investors when they tell them they have problems investing in companies that aren't allowed to participate in exercise or training or contracting or acquisitions in a different country, and if you really want to make AUKUS a real thing, there are a lot of policies that have to change. There's been a lot of progress made, but I think there's a lot more left to do to, to really get the opportunity to happen. Ula Ojiaku And would you say some of the problems would be related to what government officials would call national security, because if it's a dual-use spec, whilst it has its secular or commercial use, in the military, you wouldn't want other people knowing how you're deploying that technology and the ins and outs of it. So could that be one of the issues here? Pete Newell My definition of national security really touches public safety all the way up to military, so it's both. I think if you dig into it, it touches everything from supply chain, to access, to raw materials, to manufacturing, to education and workforce development, and you name it. There's a paradigm shift that has to happen if we're going to build more things, more often rather than long term ships and things like that, that as allied nations, we have to be able to attack all of the underlying foundational problems, and that's my supply chain, raw materials, manufacturing, and workforce that's necessary for the future. No one country is going to get that fixed all by themselves, and I think, to me, that's the absolute brilliance of what AUKUS should be able to focus on. Ali Hawks I agree, and I think that to being able to co-invest as well, the opportunity for investors to come around and understand what are the opportunities to, not only co-invest and coordinate, but to be able to scan their companies and their deal flow to see where their companies can partner and secure greater work and contracts and scale. So I think that it's a really important initiative in terms of being a steward of an extremely important ecosystem, not only being a steward, but being able to build that ecosystem of support and development. How we look at national security in the UK is really no different than what Pete talked about, and when we think about working with companies and the willingness to work with big tech companies or small tech companies or whatever it is, it's not just simply one transaction where, here's the money and here's your software. So obviously the kind of employment and the skills, but what is the ecosystem around that technology that is necessary? Does it require sensors and chips, and what is it that it requires that's going to bring in multiple different industries to support it, and that's really what the agenda here around prosperity is. How do we invest in these types of technologies and their ecosystems around it to have a more prosperous Britain? So you have a wider spread of skills as opposed to just investing in one thing. I think that's where AUKUS brings three very important allies together to be able to do that individually, but then the option to do it across in terms of the broader strategy and the policy around AUKUS, is a once in a lifetime chance that I think has come up. Ula Ojiaku So I think the key thing here is, this is a space to be watched, there's lots of opportunity and the potential of having the sum being greater than the parts is really huge here. One last question on this topic. So you said deep tech, and with Open AI's launch of ChatGPT earlier on last year, the world seems to have woken up to, generative AI. Do you see any influence this trend would have, or is having, in the military space in the Defense Innovation space. Pete Newell I think the world has woken up and is staring into the sun and is blinded. The challenge with AI in general, and I would say that it's not the challenge, AI has a long way to go, and by and large, folks are really focused on the high end of what AI can do, but people have to learn how to use AI and AI has to learn. What we're not doing is using AI to solve the mundane, boring, time wasting problems that are preventing our workforce from doing the high end work that only a human being can do, and I don't care how many billions of dollars we're pouring into building robots and other things, it's all great, but we still have government people managing spreadsheets of data that, they become data janitors, not analysts, and it is particularly bad in the intelligence world. I quote the Chief Information Officer of a large logistics agency who said data is not a problem, we have tons of data, it's just crappy, it's not tagged, it's not usable, we have data going back to the 1950s, we have no means of getting that data tagged so it's useful. Now, if we put time and energy into building AI products that would correctly tag old data, it'd be amazing what we can do. In the cases that we have helped develop tools with our clients, they'll save anywhere from a million to 300 million dollars a year in finding discrepancies in supply chain stuff, or finding other issues. So imagine if we put that kind of work in place for other people, but free people up to do more, better, smarter things, how much more efficient the use of the government's time and money would be, so that that money and that time could be invested in better things. So when I say, yeah, the AI is out there and people's eyes are open, but they're staring into the sun. They're not looking at the ground in front of them and solving the things that they could be solving at the speed they should be doing it, and unfortunately, I think they're creating a gap where legacy systems are being left further and further behind, but those legacy systems, whether it's finance, personnel, supply chain, discipline, things like that, aren't going to be able to make the transition to actually be useful later on. So I would describe it as an impending train wreck. Ula Ojiaku And what would be, in your view, something that could avert this oncoming train wreck. Pete Newell I think a concerted effort, really just to have the government say we're going to use AI to get rid of as much of the legacy brute force work that our populations are doing so that we can free them up to do other things. Part of this is we're then going to take the money we save and channel that money back into investment in those organisations. Right now, the money just goes away, that's great, you did better, therefore, your budget's reduced. There's no incentive to get better that way, but if you look at an organisation and say, you know, if you can save 10 million dollars a year, we'll give you that 10 million dollars to reinvest back into your organisation to do better and something else. Now, you have some incentive to actually make change happen. Ula Ojiaku Any thoughts, Ali? Ali Hawks I think the exciting thing for us, the way that I look at it in terms of government is that that government enablement to be able to use AI, here they are building large language models for the government based on the data that they have, and there's a lot of excitement around it and there should be. It's a pretty exciting thing to do. I think where we're in a really strong position and what I find really exciting is being able to do what we do best, which is help them understand what is the query and how do you validate that query? So what are the basic skills that you need to be able to interact, and then to be able to retain the skills of critical analysis, so when the answer comes back, you do not take that as the end all be all. It is a tool. So within your decision-making process, it's decreasing the amount of time it takes you to gather a certain amount of information, but just as you would if you were doing a book report, you still have to validate the sources and understanding, and you have to apply your own judgment and your own experience to that packet of information, which is what we all do every day, but it's not really thought about that way. So I think that the way that people are looking at it here is it will be able give us the decision and it will be able to kind of do our job for us, and for some tools, yes, and I completely agree that we need to free up all of the mundane work that hoovers up the time of civil servants here, because it's extraordinary how they're bogged down, and it completely disempowers them and it contributes to low retention rates and recruitment rates. But I think also it's developing the muscle to be able to do that critical thinking in order to leverage human intelligence to engage with artificial intelligence. And I think that's where we are uniquely positioned to do that because that is the bulk of our work on the front end of the pipeline, which is how are you going to validate what you know, how are you going to get the problem statement in order to query what you need to query and then having the judgment and the analysis to be able to look at that answer and make a decision, based on your own human intellect. That's where I see it playing here. I completely agree with Pete, we have people looking into the sun being like LLMs and they're going to solve everything, but you sit, let's say a hundred people down in front of an LLM and tell me how many people know what to ask it, or how to use it and integrate it into their everyday workflow. There's a long way to go, but I feel really excited about it because I feel like we have something so incredible to offer them to be able to enhance their engagement with AI. Ula Ojiaku That sounds excellent, thank you. Just to go to the rapid fire questions. So, Ali, what books have you found yourself recommending to people the most? Ali Hawks So I don't read a lot of work books, in terms of like how to run a company or anything like that, sorry, Pete, but, and I have a 4-year-old and three stepchildren, so I don't actually read as much as I used to, but I have read over in the last few weeks, the book Impromptu by Reid Hoffman about AI, which is great, and I listen to a lot of podcasts on my commute into London, so the Huberman Lab podcast I listen to a lot, but if you're looking for workplace inspiration, I'm afraid I look at Instagram, listen to podcasts, and then I follow Allie K. Miller, who writes a lot about AI, came out of Amazon, and she is fantastic for breaking things down into really bite sized chunks if you're trying to learn about AI, if you don't come from a technical background. Ula Ojiaku Thanks, Ali, we'll put these in the show notes. And Pete, what about you? Pete Newell I will give you two new books. One of them is a fun one, Wiring the Winning Organization written by Gene Kim and Steven Spear. Steve Spear is a good friend of ours, he's been a great mentor and advisor inside BMNT for a long time, I've known Steve since way back in my early days. The other one is by Huggy Rao and Bob Sutton, and it's called The Friction Project, and it's just like you say, it's all about friction in the workplace. I think both of those books tend to lend themselves to how to drive performance in organisations, and I think, knowing all of the authors, that they are phenomenal books, but I think the experience the four of them bring to the dialogue and the discussion of what the future workplace needs to look like and the things we need to solve will all be buried in those books. In terms of podcasts, I'm all over the map, I chase all kinds of things that I don't know. I listen to podcasts about subjects that I'm clueless about that just spark my interest, so I wouldn't venture to pick any one of them except yours, and to make sure that people listen to yours. Ula Ojiaku You're very kind, Pete. Well, because you're on it, they definitely would. Would you both be thinking about writing a book sometime, because I think your story has been fascinating and there are lots of lessons Pete Newell Only if Ali would lead it. So I have picked up and put down multiple proposals to write books around the innovation process within the government and other places, and part of the reason I keep stopping is it keeps changing. I don't think we're done learning yet, and I think the problem writing a book is you're taking a snapshot in time. One of the things that we are very focused on for the military, we talk about doctrine, what is the language of innovation inside the government workplace? It's the thing that we keep picking up, we've helped at least one government organisation write their very first innovation doctrine, the Transportation Security Administration of all places, the very first federal agency to produce a doctrine for innovation that explains what it is, why it is connected to the mission of the organisation, and describes a process by which they'll do it. I think within the Ministry of Defence, Department of Defense, there needs to be a concerted effort to produce a document that connects the outcome of innovation to the mission of the organisation. We call that mission acceleration. We look at innovation as a process, not an end state. The end state is actually mission acceleration. There's probably a really interesting book just to be written about Ali's journey, and I say more Ali's journey than mine because I think as a woman founder of a defence company in the UK, all of the characters in the book are completely unlikely. So somewhere down the road, maybe. Ula Ojiaku Well, I'm on the queue waiting for it, I will definitely buy it. So where can the listeners and viewers find you if, if they want to get in touch? Ali Hawks We're both on LinkedIn, so Pete Newell, Ali Hawks, our emails too are on our various websites, bmnt.com, bmnt.co.uk. Ula Ojiaku Awesome. Any final words for the audience? Pete Newell I'll say thank you again for one, having us. Like I said, it's the first opportunity Ali and I have had to be on a podcast together. Any opportunity I get to engage with the folks and have this conversation is a gift. So thank you for giving us the time. Ula Ojiaku My pleasure. Ali Hawks Yes, Ula, thanks very much for having us on together. It's been great. Ula Ojiaku I've enjoyed this conversation and listening to you both. So thank you so much. The pleasure and the honour is mine. That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com or your favourite podcast provider. Also share with friends and do leave a review on iTunes. This would help others find this show. I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com Take care and God bless! 

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

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

Join Troy in a riveting conversation with James Baker, co-founder of Varicon, as they unveil the secrets behind growing a small business. Discover how James navigated challenges, scaled his team to 25, and achieved unparalleled success, exceeding revenue targets. Gain insights into strategic leadership and elevate your small business journey. Why would you wait any longer to start living the lifestyle you signed up for? Balance your health, wealth, relationships and business growth. And focus your time and energy and make the most of this year. Let's get into it by clicking here.   Troy delves into our guest's startup journey, their perception of success, industry reconsideration, and the pivotal stress point during business expansion. They discuss the joys of small business growth, vital entrepreneurial habits, and strategies for team building, encompassing wins, blunders, and invaluable advice.   And a snapshot of the final five Grow A Small Business Questions:   One of the toughest challenges in growing a small business is navigating the delicate balance between heeding valuable advice and trusting your own instincts. Entrepreneurs often face the dilemma of discerning when to follow conventional wisdom and when to rely on their unique insights. This challenge requires a blend of humility to learn from others and the confidence to make bold decisions based on your entrepreneurial vision. The favorite business book mentioned by James Baker is "No Rules Rules" by Reed Hastings, a co-founder and co-CEO of Netflix. This book delves into the unorthodox and innovative culture at Netflix, providing valuable insights into building and managing successful businesses. James Baker suggests exploring "The Duran Podcast" for geopolitical insights relevant to the venture-backed tech sector, the Lex Fridman Podcast for in-depth interviews on technology, and the "Jordan Peterson Podcast" for a profound exploration of cultural conflicts. Additionally, he suggests the "Entrepreneurial Operating System Program" for business strategy and development.    James Baker recommends "Strategizer," a toolkit that includes the Business Model Canvas, Value Proposition Canvas, and the Testing Business Ideas toolkit for small business growth. This tool helps clarify business direction and prevents unnecessary spending, making it valuable for businesses starting out or undergoing major changes. James Baker would tell himself on day one of starting out five years ago to be exceptionally curious. He emphasizes that curiosity enables one to figure things out, surround themselves with the right people, discover opportunities, and navigate the entrepreneurial journey successfully. Book a 20-minute Growth Chat with Troy Trewin to see if you qualify for our upcoming course. Don't miss out on this opportunity to take your small business to new heights! Enjoyed the podcast? Please leave a review on iTunes or your preferred platform. Your feedback helps more small business owners discover our podcast and embark on their business growth journey.     Quotable quotes from our special Grow A Small Business podcast guest: Investing in yourself and your team with professional development is one of the highest leverage things you can do – James Baker   Values are not something you aspire to; they are part of your DNA – James Baker   If you're curious, you can figure everything out as you go – James Baker      

Whether starting your entrepreneurial journey, seeing success in your business, or experiencing setbacks, this episode is for you. This week on The Safe Room, we're joined by the Executive Director of Business In The Streets (BITS) and a close colleague of mine, Kyle Monczak, to talk about the impactful work from the BITS team to supporting individuals with mentorship, funding, training, and support. We also dive into Kyle's professional background and how he shares his expertise with aspiring entrepreneurs who want to scale their businesses and strengthen their entrepreneurial mindset. This conversation provides a lot of valuable information, including some of the common issues Kyle has heard from fellow entrepreneurs, and an activity portion that breaks down the compartments of a Business Model Canvas (BMC). Grab a notepad and pen, you're gonna want to tap into this one!Timestamps:0:50 - Welcome Kyle To The Safe Room!1:47 - Hot Seat Segment10:42 - Kyle Shares What Entrepreneurs Have Expressed Their Common Issues Are14:55 - Kyle Explains His Setbacks On His Pathway Through Entrepreneurship 20:34 - Working Within A Team Setting 25:42 - How To Build A Strong Entrepreneurial Mindset33:44 - Activity: Explaining The Parts Of A Business Model Canvas (BMC)41:38 - Staying Motivated Through Our Entrepreneurial Journey45:56 - Blind Ranking:  Entrepreneurship Edition54:00 - ConclusionConnect with Kyle on LinkedIn and contact Business In The Streets on Instagram or head to their website.LinkedIn: https://www.linkedin.com/in/kylemonczak/Instagram: @bitstoWebsite: https://businessinthestreets.com/Access the Business Model Canvas and Value Proposition Canvas by Strategyzer:https://www.strategyzer.com/library/the-business-model-canvashttps://www.strategyzer.com/library/the-value-proposition-canvas-------------------------------------------------------------------------------------------------------------Business Inquiries: thesaferoomtoronto@gmail.comFollow the podcast on Spotify and Apple Podcasts. Leave a review and five stars!Instagram & TikTok: @thesaferoomofficialLinkedIn: The Safe RoomYouTube: The Safe Room PodcastIntro & Outro: Shon Williams - First Lady

Dr. Alexander (Alex) Osterwalder, founder & CEO of Strategyzer, is one of the world's most influential strategy and innovation experts. A leading author, entrepreneur, and in-demand speaker, his work has changed the way established companies do business and how new ventures get started. In this episode of Leadership NOW with Dan Pontefract, Alex lays out his nfluential ideas on modern business models, emphasizing the need for innovative strategies and a shift away from traditional business thinking. Continuously ranked in the top 50 management thinkers worldwide by Thinkers50 and a visiting professor at IMD, Osterwalder is known for simplifying the strategy development process and turning complex concepts into digestible visual models. Together with Yves Pigneur, he invented the Business Model Canvas, Value Proposition Canvas, and Business Portfolio Map – practical tools that are trusted by millions of business practitioners from leading global companies, including Microsoft, Coca-Cola, Nestlé, Mastercard, Sony, Fujitsu, 3M, Intel, Roche, Colgate-Palmolive, and many more. Strategyzer is an innovation powerhouse, providing online courses, applications, and technology-enabled services to help organizations effectively and systematically manage strategy, growth, and transformation. Osterwalder's books include the international bestseller «Business Model Generation», «Value Proposition Design», «Testing Business Ideas», «High-Impact Tools for Teams» and «The Invincible Company,» A frequent and popular keynote speaker, Osterwalder travels the world discussing his ideas and strategies at Fortune 500 companies, premiere innovation conferences, and leading universities. He holds a doctorate from HEC Lausanne/Switzerland and is a founding member of The Constellation, a global not-for-profit organization connecting local responses to global issues around the world.

Ist das traditionelle Marketing-Konzept AIDA heute noch zeitgemäß? Michael Stiller sagt ja und zeigt auf, wie moderne Ansätze wie das Personakonzept, der Value Proposition Canvas und das Storytelling das AIDA-Modell ergänzen und zu einem durchdachten und erfolgreichen Marketing führen können. Michael Stiller hat an der RWTH Aachen am Lehrstuhl für Unternehmenspolitik und Marketing promoviert. Nach Stationen in der Beratung (u.a. Marketing Partners, Simon Kucher) ist er Gründer und Geschäftsführer der Marketing- und Vertriebs-Beratung effektweit und Autor des renommierten Blogs DenkBar. Michael Stiller lebt und arbeitet in Köln.

In der heutigen Folge geht es um die Schwierigkeiten bei der Zusammenarbeit zwischen Marketing und Vertrieb und wie man diese überwinden kann. Michael Stiller erklärt, wie Marketing Vertrieb optimal mit Kampagnen unterstützen kann und welche Schritte dabei zu beachten sind. Von der Identifikation der Zielgruppe, über den richtigen Content bis hin zum Finden der Kernaussage - in dieser Folge erfährst du, wie die Zusammenarbeit gelingt und welche Rolle dabei Storytelling einnimmt. Michael Stiller hat an der RWTH Aachen am Lehrstuhl für Unternehmenspolitik und Marketing promoviert. Nach Stationen in der Beratung (u.a. Marketing Partners, Simon Kucher) ist er Gründer und Geschäftsführer der Marketing- und Vertriebs-Beratung effektweit und Autor des renommierten Blogs DenkBar. Michael Stiller lebt und arbeitet in Köln.

W 152 odcinku podcastu Business Marketer podpowiadam jak tworzyć i w praktyce wykorzystać propozycję wartości w firmie B2B.Propozycja wartości to element strategii firmy, który definiuje to, dlaczego klienci powinni kupić akurat nasz produkt lub usługę. Jest to zestaw korzyści, które zaspokajają ich potrzeby i rozwiązują ich problemy. Propozycja wartości powinna być unikalna, precyzyjna i skupiona na kliencie.Z tego odcinka podcastu dowiesz się między innymiCo to jest Propozycja WartościDlaczego firmy B2B powinny ją opracowaćCo to jest Value Proposition Statement i czym różni się od slogany, tagline i misji firmy.Z jakich elementów składa się propozycja wartościW jaki sposób opracować propozycję wartościW jaki sposób w praktyce wykorzystać propozycję wartościW jaki sposób walidować i modyfikować propozycję wartościZakończymy jak zawsze konkretnymi krokami, od którch warto zacząć budowanie lub modyfikację propozycji wartości w Twojej firmie.Powiązane odcinki podcastu:Jak utrzymać wartościowych klientów stosując metodę "Jobs to be done"Jak tworzyć przydatne i bardzo skuteczne treści metodą "Jobs to be done"? PrzykładyLinki do przykładów i szablonów propozycji wartościHow to Write a Great Value Proposition [7 Top Examples + Template] (hubspot.com)How to Write a Value Proposition (+ 6 Modern Examples) (helpscout.com)10 Best Value Proposition Examples (and How to Create a Good One) (oberlo.com)Free Value Proposition Templates | SmartsheetValue Proposition Canvas (slideshare.net)Support the showPo więcej materiałów o marketingu B2B zapraszam na mój blog: https://businessmarketer.pl

If you liked "Business Model Generation," you'll love "Value Proposition Design." The sequel builds on the same visual format and practical tools that made the first one so useful. It shows you how to use the Value Proposition Canvas, a practical business tool to design, test, create, and manage products and services customers want. It compliments and perfectly integrates with the Business Model Canvasfrom "Business Model Generation" so you can succeed with great value propositions embedded in scalable and profitable business models. Practical exercises, process illustrations, and workshop suggestions help you immediately apply the tools in the book to your daily work. The book includes an online access to Strategyzer.com to complete and assess exercises interactively, learn from peers, and download pdfs, checklists, and more. You'll love "Value Proposition Design" if you've been overwhelmed by the task of true customer value creation, frustrated by unproductive product meetings and misaligned teams, involved in bold shiny projects that blew up, or simply disappointed by the failure of a good idea."Value Proposition Design" will help you successfully understand the patterns of value creation, leverage the experience and skills of your team, avoid wasting time with ideas that won't work, and guide you through the design and test of products and services that customers want.

Mit Jan Milz, Jobs to Be Done Researcher und Produktentwickler In dieser Episode tauchen wir tief in das Thema "Jobs to Be Done" ein und erfahren von den Herausforderungen, guten Frameworks und missverstandenen Werkzeugen, die in diesem Bereich existieren. Peter Rochel hat den Jobs to Be Done Researcher und Produktentwickler Jan Milz zu Gast. Gemeinsam werden sie dir wertvolle Einblicke in die Welt der Produktentwicklung und Forschung geben und dir zeigen, wie man durch die Anwendung von JTBD-Methoden Produkte auf ein neues Level bringen kann. Freu dich auf eine inspirierende und ggf. etwas nerdige Episode, die dir dabei helfen wird, deine Kunden besser zu verstehen und somit erfolgreichere Produkte zu entwickeln. Hinterlass uns dein Feedback direkt auf unserer Sprachbox +49 221 16903859 Alle Shownotes und Kapitelmarken hier: http://oberwasser-consulting.de/jtbd-deep-dive-von-research-und-produktentwicklung Alle Timecodes zu den Kapiteln findest du hier: 00:00:00 Intro 00:02:06 2013 vom Value Proposition Canvas zu JTBD 00:17:30 Context creates Value - nicht Features 00:33:24 Hypothesenbildender Research vs konfirmierender Reserach 00:42:14 Die Rolle der Mandatsklärung 00:49:20 Krieg der JTBD Rechthaber 01:07:48 Das JTBD Praxisproblem mit dem Transfer 01:12:42 JTBD Retreat 01:19:00 Kontext macht das Value Proposition Canvas 01:24:14 Get Out Folge direkt herunterladen

Rodrigo e Burity recebem matina Moreira para bater um papo sobre: Carreira e a constante transformação da disciplina do design, atuação do design e do foco em experiência muito além do digital, atuação do designer com foco na experiência do colaborador e eficiência da empresa, cultura de negócio e não pessoalidade das relações profissionais. Matina afirma que que não é necessário ser designer de serviço para aplicar o design de serviço, pois considera mais uma skill, o que faz com que os profissionais precisem ser mais coringas e multifacetados. #DesignConnect #unitedstates #america #carreira #servicedesign #research #startup #designthinking #innovation #inovação #designdeserviço #streaming #business #employeeExperience #cultura #culture #negócio Sobre o participante: Matina Moreira é designer que adora estratégias de problem-framing, formada em Artes Gráficas e Design Digital, mestre em em Design e Gestão Estratégica na Parsons, tendo trabalhado em agências de publicidade, conteúdo online, mercado digital, setor financeiro, organizações sem fins lucrativos e saúde. Desde 2011 ela tem trabalhado com metodologias de inovação, como Design Thinking, Lean UX, Business Model Canvas e Value Proposition Canvas. Links do participante: https://www.linkedin.com/in/matinamoreira/ https://www.matinamoreira.com/ ----------------------------- Design Connect é um programa sobre vida, carreira, comportamento sob uma perspectiva do design, com informações diversificadas de assuntos com foco na comparação, ou entendimento, das diferenças da vida (e carreira) no Brasil e no mundo. ----------------------------- Seja membro do cana e tenha conteúdos exclusivos! https://www.youtube.com/c/designteambr?sub_confirmation=1. Ouça nosso PODCAST e compartilhe! https://open.spotify.com/show/0yE3kkKCcdPKaMFUfgSED7 Siga-nos: Rodrigo Lemes Linkedin: https://www.linkedin.com/in/rodrigolemes Twitter: https://twitter.com/rodrigolemes Rafael Burity Linkedin: https://www.linkedin.com/in/rafaelburity Twitter: https://twitter.com/rafaelburity Instagram: http://www.instagram.com/rafaelburity ----------------------------- Comente! Compartilhe! Deixei seu like ou deslike! Torne-se membro se possível! Acesse nosso site * http://www.designteam.com.br Junte-se ao Telegram * https://bit.ly/3dOea2Y

Ti guiderò attraverso il processo di costruzione della Value Proposition. Deve essere coerente con Buyer Persona e portare un valore effettivo. Solo cosi riuscirai a comunicare al meglio i tuoi prodotti e servizi.

Ti guiderò attraverso il processo di costruzione della Value Proposition. Deve essere coerente con Buyer Persona e portare un valore effettivo. Solo cosi riuscirai a comunicare al meglio i tuoi prodotti e servizi.

We all use stories every day, all day whether it be on a personal level just for fun, to offer a clearer explanation, provide entertainment and or sell a product or service. But do your stories create impact, draw people in and keep them coming back for more? My guest on this week's show Kathleen Hustad helps purpose driven health care companies stand out from the crowd by refining and co-creating stories that will stick with their prospects and set them apart from the crowd. If you are ready to put together your own impactful story, then listen in to hear Kathleen share her step-by-step business model canvas that will help you outline your big pillars and hone in on your value proposition. Together, let's create the story that will have you and your offers standing out from the crowd. Ursula's Takeaways: Intro (00:00) Meet Kathleen (6:38) Stand Out From The Crowd (9:43) The Art Of Storytelling (13:26) Value Proposition Canvas (19:09) Outside Perspective (24:02) Higher Calling To Make A Difference (30:37) Value Space Company (35:29) About Kathleen Hustad Kathleen created Bloom44 because she has been recognized as one of the top handful of marketers with the ability to dig deep, uncover what makes products and services unique and share that story with prospective clients / investors.She thrives on collaboration and helping socially minded healthcare companies grow their top line. Kathleen believes in helping her clients grow, their innovative products reach more people and as a result, make the world a better place. In addition to being an expert storyteller and knowing the healthcare industry inside and out, she is a wife, mom and partering to make her community even better.The causes she cares about are children, envorimental conversation, human rights and economic development of historically underserved communities. Connect with Kathleen Website: https://bloom44.com (https://bloom44.com) LinkedIn: https://www.linkedin.com/in/kathleenhustad (https://www.linkedin.com/in/kathleenhustad) LinkedIn: https://www.linkedin.com/company/bloom-44 (https://www.linkedin.com/company/bloom-44) FREE GIFT: https://bloom44.com/ (https://bloom44.com/) About Ursula Mentjes  Ursula Mentjes is an award-winning Entrepreneur and Sales Expert. She will transform the way you think about selling so you can reach your revenue goals with less anxiety and less effort! Ursula specializes in Neuro-Linguistic Programming and other performance modalities to help clients double and triple their sales fast.   Honing her skills at an international technical training company, where she began her career in her early twenties, Ursula increased sales by 90% in just one year. Just 5 years later, when the company's annual revenue was in the tens of millions, Ursula advanced to the position of President at just 27.  Sales guru Brian Tracy endorsed her first book, Selling with Intention, saying, “This powerful, practical book shows you how to connect with customers by fully understanding the sales process from the inside out. It really works!” Ursula is also the author of One Great Goal, Selling with Synchronicity and The Belief Zone, which received the Beverly Hills President's Choice award.  Her Podcast, Double Your Sales NOW, is available on iTunes, iHeartRadio and other outlets.  Ursula also serves as Past Statewide Chairperson of the NAWBO-CA Education Fund and Past President of NAWBO-CA. She is the recipient of the SBA's Women in Business Champion and a recipient of the Willow Tree's Extraordinary Example and Extraordinary Entrepreneur Awards, the NAWBO-IE ANITA Award, chosen as PDP's Extraordinary Speaker, PDP's Business Woman of the Year, the Spirit of the Entrepreneur Awards Finalist and the President's Lifetime Achievement Award from two Presidents.  She has shared the stage with bestselling author Loral Langemeier, Les Brown, Tom Antion, Lisa Nichols, Giuliana Rancic...

Budując zaangażowanie w kulturę organizacyjną nie zakładaj, że "jakoś" się to zrobi, że pracownicy będą chcieli w tym "jakoś" uczestniczyć, a menedżerowie "na pewno" będą jej ambasadorami i znajdą na to czas. Posłuchaj, jakich błędów nie popełniać i jak skutecznie budować kulturę organizacyjną, by ludzie naprawdę żyli firmą i uczestniczyli w jej doskonaleniu.Jeśli masz wyzwanie w kontekście budowania kultury organizacyjnej, zapraszam do kontaktu: https://leanpassion.pl/bezplatna-konsultacja/. Ja w tych transformacjach biorę udział osobiście, bo po prostu bardzo mnie to kręci. Porozmawiajmy, wymieńmy się doświadczeniami, być może możemy współpracować w tym aspekcie. W Leanpassion robimy to inaczej, niestereotypowo i potrafimy zaangażować ludzi do misji, wizji, wartości, strategii. Potrafimy spowodować, że ludzie naprawdę żyją firmą i uczestniczą w jej doskonaleniu.W tym odcinku:Kultura organizacyjna to sposób, w jaki ludzie odnoszą się do siebie, zachowują się na co dzień w pracy, to sposób w jaki współdziałają. Punktem zwrotnym w zaangażowaniu pracowników w cokolwiek - nie tylko w kulturę organizacyjną - jest zrozumienie celów emocjonalnych jakie mają ludzie, a nie celów transakcyjnych.5 kroków skutecznego budowania kultury organizacyjnej w firmie:1. Refleksja tożsamościowa – refleksja odnośnie celów strategicznych i kultury organizacyjnej;2. Business Model Canvas – zrozumienie person, segmentacja na poszczególne grupy person pracowniczych, liderskich, itp.;3. Value Proposition Canvas – zrozumienie ról, frustracji i potencjalnych korzyści poszczególnych grup person;4. Weryfikacja hipotez – proces mający miejsce wyłącznie w Gemba, któremu poświęcamy tyle czasu, ile rzeczywiście potrzeba;5. Określenie celów emocjonalnych poszczególnych person w organizacji jako podstawy zaangażowania; na początek wybieramy te cele, które wspierają kulturę organizacyjną;Aby kultura organizacyjna nie była jak Yeti, należy skoncentrować się na tym, żeby znaleźć cele emocjonalne ludzi i zacząć ich podłączać poprzez eksperymenty wsparte dobrym przywództwem menedżerów liniowych i odpowiednią technologią.Szczegóły w tym odcinku, zapraszam!_______________________________Jeśli masz wyzwanie, problem do rozwiązania i chcesz usłyszeć wskazówki na temat, który Cię interesuje, pisz do mnie: https://www.linkedin.com/in/rados%C5%82aw-drzewiecki-a4b4718/, https://www.instagram.com/skuteczny_ceo/, r.drzewiecki@leanpassion.pl, lub na skutecznyceo@leanpassion.plRadek Drzewiecki

Сегодня в гостях Михаил Руденко - теоретик и практик управления потребительским опытом. Мы поговорили на следующие темы:что такое CX, и какая эволюция этого направления в Россиичто делает CX-специалист, и какие компетенции он должен иметьчто такое парадигма клиентоцентричности как в компаниях внедряют клиентоориентированные стратегиикогда в компаниях нужна отдельная роль CX-специалиста нужно ли считать NPS зачем нужно рисовать CJM (Customer Journey Map)как осознанно подходить к использованию инструментов почему шаблон ценностного предложения (Value Proposition Canvas) - неудобный инструмент для описания ценностичто такое JTBD (Jobs to be done)как нанимать исследователей и проводить исследования и многое другое.Блог Михаила: https://blog.buro.cx/author/rdnk/Подписывайтесь на канал Strategic Move, чтобы не пропустить выпуски: https://t.me/strategic_move

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

You've probably heard us chat about the value prop of your learning many, many times on this podcast. This episode is a practical walk-through to help you determine your value prop AND understand how best to communicate it to your learners using something called a value proposition canvas.  What are the features, benefits and experiences of your learning? What do you learners want, need and fear? Combine the two and the marketing magic really happens! We've even created a template that you can use if you wanted to get started on your own value prop (which we really recommend you do)! Here's your free value proposition canvas template Here's a short video that'll show you how to complete it(please note we've changed some of the labels in our template to make it more appropriate for a learning context) Ahhh what a nice, practical episode to get us back into the game

How well do you serve your clients? Do you understand them well? Can you measure the impact you have on them? Join me and Alex as we discuss his famous tool, the Value Proposition Canvas. This is one of the most powerful tools you can use to map out the jobs, pains and gains your clients are looking for. We share examples and talk more about how you can use this tools even before creating your first product. Dr. Alexander (Alex) Osterwalder is one of the world's most influential strategy and innovation experts, a leading author, entrepreneur, and in-demand speaker whose work has changed the way established companies do business and how new ventures get started. Together with Yves Pigneur, he invented the Business Model Canvas, Value Proposition Canvas, and Business Portfolio Map - practical tools that are trusted by millions of business practitioners from leading global companies including Microsoft, Coca-Cola, Nestlé, MasterCard, Sony, Fujitsu, 3M, Intel, Roche, Colgate-Palmolive, and many more. Listen out for: What is the value proposition canvas and why this tool was needed How most companies who skip this step end up wasting time and money How you can find more information about your clients (or potential clients) How it all fits together to give you the best tool to design effective sales and marketing. Bonus: Get a copy of Value Proposition Design See the value proposition explained in this video: https://www.youtube.com/watch?v=ReM1uqmVfP0 Go to Sellingwithlove.com for video access to the show or directly to youtube at https://www.youtube.com/channel/UC5VaR6Z3wfElWFZn64ugOBw New to Selling with Love Podcast? I'd love to connect with you. You can find me, your host, Jason Marc Campbell on the following Channels: Instagram: https://www.instagram.com/jasonmarccampbell LinkedIn: https://www.linkedin.com/in/jasonmarccampbell/ *Selling with Love Podcast was previously known as Superhumans at Work by Mindvalley.

Técnicas como brainstorming, bodystorming, gamestorming e outras são frequentemente utilizadas para pensar fora da caixa durante uma oficina, porém, nem sempre os resultados são aproveitados. Isso costuma ocorrer quando se esquece de se pensar dentro da caixa depois de se pensar fora da caixa. Para expandir e não somente evitar a caixa, é preciso aprender a lidar com essa contradição entre pensar dentro e fora da caixa. Times e organizações que dominam a lógica desta contradição conseguem expandir e até mesmo transformar a caixa que restringe o pensamento dentro de uma sociedade. Essa palestra aprofunda o conceito do pensamento projetual e desafia a ideia convencional de "pensar fora da caixa". Apesar de parecer criativo e inovador, o pensamento fora da caixa nem sempre é a solução ideal. Na maioria das vezes, o que se precisa mesmo é pensar dentro da caixa, utilizando ferramentas como o Value Proposition Canvas e a análise da atividade, para compreender a caixa e explorar seus limites. Ao mergulhar na história do design de sobrancelhas, a palestra destaca a importância de enxergar caixas dentro de caixas, reconhecendo as restrições impostas por padrões culturais e sociais. Esse exemplo inspira uma abordagem mais consciente e crítica para alcançar inovação concreta e não somente abstrata. Concluindo, a palestra enfatiza que a decisão sobre o que fica dentro ou fora de cada caixa é política e não técnica. Pensar dentro ou fora da caixa é uma jornada complexa e valiosa, moldando realidades e transformando percepções.Vídeo Slides Áudio Palestra realizada na 7ª SEMEC - Semana Acadêmica de Engenharia Mecânica da UTFPR. Pensando (dentro do) fora da caixa [MP3] 35 minutos Comente este post

Dr. Alexander (Alex) Osterwalder is one of the world's most influential innovation experts, a leading author, entrepreneur, and in-demand speaker whose work has changed the way established companies do business and how new ventures get started. Ranked No. 4 of the top 50 management thinkers worldwide, Alex is known for simplifying the strategy development process and turning complex concepts into digestible visual tools. Together with Yves Pigneur, he invented the Business Model Canvas, Value Proposition Canvas, and Business Portfolio Map—practical tools that are trusted by millions of business practitioners from leading global companies. And they really introduced into the strategy dialogue the idea that business models can be intentionally—and creatively—designed. Strategyzer, Alex's company, is on a mission to evolve large established companies so that they inspire and activate and liberate their employees to be innovators. They do this using online courses, applications, and technology-enabled platforms. His books include the international bestseller Business Model Generation, Value Proposition Design, Testing Business Ideas, The Invincible Company, and the recently launched High-Impact Tools for Teams.In this podcast he shares: Why innovation MUST begin with your culture Why if there were only ONE metric you should be tracking to unleash innovation, it should be your “innovation kill rate” Real-world examples of large enterprises who have been able to transform into agile, innovate organizations, proving it CAN be done __________________________________________________________________________________________"So there are now those outliers who have done exactly that. They invested in innovation, but it's not just the money, they gave innovation power and they created this ecosystem for exploration, with tons of failures. They hold up their failures—same thing as Amazon. They hold up their failures and say, "You can't succeed without failures, and the bigger you get, the bigger your failures. But you know that's the system you need to create for the winners to emerge. So, failure's never the goal, but it's an inevitable side consequence of exploration."-Alex Osterwalder__________________________________________________________________________________________Episode Timeline:00:00—Introducing Alex Osterwalder + The topic of today's episode2:05—What is your definition of strategy?3:01—What got you interested in strategy?4:01—Could you explain a "dual culture"?5:50—What are the drivers of culture?8:09—What are you most well-known for?11:16—What should a CEO be encouraging to engage innovative behavior?14:30—What is the key lesson people should take away from the case studies you've described?16:20—What do most companies get wrong?18:07—What's a belief that you've changed your mind about?19:54—What are you working on now, and how can people engage with you?__________________________________________________________________________________________Additional Resources:Personal website: https://www.alexosterwalder.com/Strategyzer Website: https://www.strategyzer.com/

Dr. Alexander (Alex) Osterwalder is one of the world's most influential innovation experts, a leading author, entrepreneur, and in-demand speaker whose work has changed the way established companies do business and how new ventures get started. Ranked No. 4 of the top 50 management thinkers worldwide, Alex is known for simplifying the strategy development process and turning complex concepts into digestible visual tools. Together with Yves Pigneur, he invented the Business Model Canvas, Value Proposition Canvas, and Business Portfolio Map—practical tools that are trusted by millions of business practitioners from leading global companies. And they really introduced into the strategy dialogue the idea that business models can be intentionally—and creatively—designed. Strategyzer, Alex's company, is on a mission to evolve large established companies so that they inspire and activate and liberate their employees to be innovators. They do this using online courses, applications, and technology-enabled platforms. His books include the international bestseller Business Model Generation, Value Proposition Design, Testing Business Ideas, The Invincible Company, and the recently launched High-Impact Tools for Teams.In this podcast he shares: Why innovation MUST begin with your culture Why if there were only ONE metric you should be tracking to unleash innovation, it should be your “innovation kill rate” Real-world examples of large enterprises who have been able to transform into agile, innovate organizations, proving it CAN be done __________________________________________________________________________________________"So there are now those outliers who have done exactly that. They invested in innovation, but it's not just the money, they gave innovation power and they created this ecosystem for exploration, with tons of failures. They hold up their failures—same thing as Amazon. They hold up their failures and say, "You can't succeed without failures, and the bigger you get, the bigger your failures. But you know that's the system you need to create for the winners to emerge. So, failure's never the goal, but it's an inevitable side consequence of exploration."-Alex Osterwalder__________________________________________________________________________________________Episode Timeline:00:00—Introducing Alex Osterwalder + The topic of today's episode2:05—What is your definition of strategy?3:01—What got you interested in strategy?4:01—Could you explain a "dual culture"?5:50—What are the drivers of culture?8:09—What are you most well-known for?11:16—What should a CEO be encouraging to engage innovative behavior?14:30—What is the key lesson people should take away from the case studies you've described?16:20—What do most companies get wrong?18:07—What's a belief that you've changed your mind about?19:54—What are you working on now, and how can people engage with you?__________________________________________________________________________________________Additional Resources:Personal website: https://www.alexosterwalder.com/Strategyzer Website: https://www.strategyzer.com/

In this week's episode on the NHS... We want to teach you something very important for every entrepreneur, for every business. There are no great and sustainable businesses without the Unique Value Proposition. Therefore, we walk you through the process of the Value Proposition Design and we show you how to use the Value Proposition Canvas tool. ____________________________________________________ Are you a wannabe or an early entrepreneur? Follow us on Instagram to see more content for people like yourself. @thenewbornhustlers https://www.instagram.com/thenewbornhustlers/

Sun, 05 Sep 2021 12:00:00 +0000 https://maschinenraum-podcast.podigee.io/134-neue-episode 8057bf51a0ce66fcf7ef2fb7623aa5da Pain relievers und gain creators ... … helfen, damit Ihre Leistung gut beim Kunden ankommt. Dabei sind diese beiden Inhalte weder Schmerzmittel noch Glückspille. Vielmehr dienen die beiden Kategorien "Pains" und "Gains" dazu, Ihre Value Proposition zu definieren. Die Nutzenaspekte einer Anbieterleistung müssen als Schmerzverhinderer oder Gewinntreiber ausgestaltet sein. Wie Sie das in einem Workshop selber machen können, das besprechen wir in der aktuellen Folge. Viel Spaß beim Hören! Michael Stiller hat an der RWTH Aachen am Lehrstuhl für Unternehmenspolitik und Marketing promoviert. Nach Stationen in der Beratung (u.a. Marketing Partners, Simon Kucher) ist er Gründer und Geschäftsführer der Marketing- und Vertriebs-Beratung effektweit und Autor des renommierten Blogs DenkBar. Michael Stiller lebt und arbeitet in Köln. Auf der rechten Rheinseite. Jan Scholzen hat am selben Lehrstuhl promoviert. Nach fünf Jahren Marktforschung und Beratung bei der psychonomics AG hat er den Weg in die Industrie nicht gescheut und ist heute Geschäftsführer der GE Healthcare GmbH. Dort ist er insbesondere verantwortlich für den Vertrieb medizinischer Ultraschallgeräte in Deutschland. Er lebt und arbeitet in Köln. Auf der linken Rheinseite. 134 full Pain relievers und gain creators ... no Value Proposition Canvas,Value Proposition,Business Model Canvas Michael Stiller und Jan Scholzen

Sun, 29 Aug 2021 12:00:00 +0000 https://maschinenraum-podcast.podigee.io/133-neue-episode 41bb133e9ba4d16ad213357fc119d74c Vor welchen Aufgaben steht der Kunde? Die Beantwortung dieser Frage ist der Kern des sog. Consumer Profiles. Denn damit Herz (Kundenanforderungen) und Seele (Nutzenmerkmale des Anbieters) zusammenkommen, müssen die Aufgaben des Kunden verstanden werden. Nur so findet man die richtigen Antworten mit seiner Value Proposition auf die o.g. Frage. Hören Sie, worauf es ankommt, um eine wirkungsvolle Value Proposition zu definieren. Viel Spaß beim Hören! Michael Stiller hat an der RWTH Aachen am Lehrstuhl für Unternehmenspolitik und Marketing promoviert. Nach Stationen in der Beratung (u.a. Marketing Partners, Simon Kucher) ist er Gründer und Geschäftsführer der Marketing- und Vertriebs-Beratung effektweit und Autor des renommierten Blogs DenkBar. Michael Stiller lebt und arbeitet in Köln. Auf der rechten Rheinseite. Jan Scholzen hat am selben Lehrstuhl promoviert. Nach fünf Jahren Marktforschung und Beratung bei der psychonomics AG hat er den Weg in die Industrie nicht gescheut und ist heute Geschäftsführer der GE Healthcare GmbH. Dort ist er insbesondere verantwortlich für den Vertrieb medizinischer Ultraschallgeräte in Deutschland. Er lebt und arbeitet in Köln. Auf der linken Rheinseite. 133 full Vor welchen Aufgaben steht der Kunde? no Value Proposition Canvas,Business Model Canvas,Value Proposition,Consumer Profile Michael Stiller und Jan Scholzen

Sun, 22 Aug 2021 12:00:00 +0000 https://maschinenraum-podcast.podigee.io/132-neue-episode c055df48444c3f462e8a87ae60faea35 Flops vermeiden und Erfolge vorbereiten - darum geht es bei der Produkteinführung. Aber auch für Relaunches ist das sog. Value Proposition Canvas sehr gut geeignet. In der aktuellen Folge stellen Kollege Stiller und Kollege Scholzen die Grundidee vor, wo die Fallstricke liegen. Viel Spaß beim Hören! Michael Stiller hat an der RWTH Aachen am Lehrstuhl für Unternehmenspolitik und Marketing promoviert. Nach Stationen in der Beratung (u.a. Marketing Partners, Simon Kucher) ist er Gründer und Geschäftsführer der Marketing- und Vertriebs-Beratung effektweit und Autor des renommierten Blogs DenkBar. Michael Stiller lebt und arbeitet in Köln. Auf der rechten Rheinseite. Jan Scholzen hat am selben Lehrstuhl promoviert. Nach fünf Jahren Marktforschung und Beratung bei der psychonomics AG hat er den Weg in die Industrie nicht gescheut und ist heute Geschäftsführer der GE Healthcare GmbH. Dort ist er insbesondere verantwortlich für den Vertrieb medizinischer Ultraschallgeräte in Deutschland. Er lebt und arbeitet in Köln. Auf der linken Rheinseite. 132 full Flops vermeiden und Erfolge vorbereiten - darum geht es bei der Produkteinführung. no Value Proposition,Value Proposition Canvas,Business Model Canvas,KANBAN Michael Stiller und Jan Scholzen

W dzisiejszym odcinku tłumaczę jak podejść do przygotowania wartości swojej firmy oraz dlaczego jest to tak istotne. Omawiam podejście Unique Selling Proposition i Value Proposition Canvas. Link do szkolenia Machina B2B: https://www.sellwise.pl/machina

Happy Friday! In today's episode we'll discuss what a business plan should look like in 2021. A question I often get from people looking to launch their own company is "what do I think about the business plan?"   Earlier this week I had the opportunity to listen to 7 start ups pitch their concepts to a group of investors at Remote Demo Day. It's hosted by Jason Calacanis from the Syndicate. One really caught my eye. The name is Fork Farms - they're an agricultural tech start  up on a mission to get fresh food production schools and communities. These start ups had 3 mins to do their elevator pitch. Most of them had between 15-20 slides. It's a lot like Shark Tank! If you're a startup looking for an accelerator, you can apply here.   So here's the deal,  you don't need a 20-30 page plan that no one will read in order to start your business. You can use the 1 page Business Model Canvas to visualize and connect all the business puzzle pieces. Maybe create a 10-15 page deck from presentations. But if you're not going to raise capital then a Business Model Canvas will do.   Here's what the BMC does? it describes the companies and it's product's value proposition, infrastructure, customers, and finances, etc. The template contains 9 "building blocks" see above. In my main business, we pay close attention to the 2 Customer blocks, Segments which are the Channels your customers will fall into and the relationships. It's also helpful to use the Value Proposition Canvas from Strategyzer to expand on the topic of customers.   That element should address three critical steps on a customers relationship: How the business will get new customers how the business will keep customers purchasing or using its services and how the business will grow its revenue from its current customers.   Types of relationships include Self Serve (like DIY), VIP, Membership, Communities = think about the Customer Journey, Customer Experience and if your Customer Service is doing it's best. Business Model Canvas Gust.com Strategyzer Lean Stack ----more---- Questions an entrepreneur needs to answer when creating a business plan. About yourself Ask yourself what's your super power? What are your weaknesses? Is it time to upskill? How much experience do you have in the industry you're going into? What does your personal financial situation look like? Do you have contacts in the industry? About the Product or Service What's your product or service? What about production? Supply chain? Do you need a patent? What's your pricing strategy? Who are your competitors (secret shop them) Are you B2B, B2C, D2C, Gov.? About Operations Legal - Do you need a lawyer for contracts and incorporating the business? Try my friend Steven Stark on UpCounsel Decide whether you'll rent/lease a space VS virtual office Financing/Accounting - ask friends and your banker to refer you to a Small Business CPA or one that specializes in Startups Use Bench for Bookkeeping  Quickbooks/Intuit for the software (BOA Payroll) Use Stripe for payments Line of Credit, credit cards, loans, SBA, VC's & Angels. Branding If you're on a tight budget for getting a logo and other assets you can use Spotify's free tools like: Logomaker, Business Name Generator, Domain name lookup, QR code, Terms of use, Privacy Policy & Image Resizer Branding - hire a branding and design agency like SackLunch  Alternatively you can use 99 Designs Create a good story (check out my good friends Dan Grech at BizHack and Shlomi Ron at VSI) Do a Design Thinking exercise- Take a look at https://www.ideo.org/ Web & Technology Design and Develop a Website - Wordpress, Wix, Square Space, Shopify, etc. Technology (hosting, email, cloud for docs, contracts) Customer Service Support (consider a Chat or support ticket system on your website) Marketing & Sales Decide on a Marketing Strategy (perhaps take a class at BizHack) Learn with mini lessons from Google - Primer from Google  Decide on your goals and objectives. Are you looking to raise awareness, generate leads, drive calls, etc.? Analyze your Customer's Journey Hire a copywriter or find one on Textbroker or Fiverr (SEO experience is a plus) Learn more about Digital Marketing with Prediq or on my Dadpreneur Podcast What's your Social Media Strategy? What's your Email Marketing Strategy? Where will you advertise? What CRM will you use to manage customers? What's your Sales Strategy and Process? Get out there and build a network HR - Talent Development/Acquisition Before you hire maybe consider a VA Use tools to better understand people - Use a DISC and Emotional Intelligence Assessment ----more---- Get a mentor! - preferably an entrepreneur with a successful record For those who've been in biz more than 5 years you can still use the Business Model Canvas to help you optimize your business. Perhaps, you're already doing a SWOT analysis. Are you doing yearly strategic plans? Here are a few programs to help Small Business Owners and Entrepreneurs Goldman Sachs 10,000 Small Businesses  The Stanford Latino Entrepreneurship Initiative - It's a research and education collaboration between Stanford University and the Latino Business Action Network. Jim Moran Institute at FSU School of Business   I've put together a list of resources you can use to enhance your Digital Marketing results and optimize your Website Pagespeed Tool: https://developers.google.com/speed/pagespeed/insights/ Free Website Audit: https://www.prediq.io/website-audit/ Prediq Blog: https://www.prediq.io/digital-marketing-and-lead-generation-blogs/ Marketing Podcast: http://dadpreneur.co/ Digital Marketing Education: https://bizhack.com/digital-marketers-course/ Lead Gen Tool Guide : https://www.prediq.io/digital-marketing-tools_prediq-2021/ Marketing Evaluation: https://www.prediq.io/wp-content/uploads/2021/03/Prediq-Marketing-Evaluation-2021.pdf Lead Gen eBook: https://www.prediq.io/online-leadgeneration-ebook/ Social Media # Kit: https://www.socialpilot.co/ebooks/trending-hashtags-kit-2021 Find Out Your Facebook Ad Score: http://ssqt.co/m5jrkmK I'll end with one of my favorite quotes; "Dream big. Start small. But most of all, start." -Simon Sinek Some great books for Entrepreneurs, Marketers & Leaders Start With Why and The Infinite Game by Simon Sinek Tipping point, Blink & Outliers by Malcom Gladwell Think and Grow Rich by Napoleon Hill 5 Levels of Leadership by John C Maxwell Good to Great, & Built to Last by Jim Collins and Jerry Porra 4 Hour Work Week by Tim Ferris I hope this helps entrepreneurs put together a quick business plan without fuss. This is really the nuts and bolts of building a business plan that works for you and not the other way around. It's meant to move things along fast. It's all about execution! Don't wait until it's perfect or it'll never go live. In today's global economy that is constantly changing you have to be willing to innovate. You may also consider going to the SBA or SBDC for help from experienced mentors. Before I close this episode I want to tell you that I'm excited about the guests I'm interviewing. Those episodes will start to go live in late April. For now my focus is giving you solid advice on Digital Marketing, Lead Gen and Entrepreneurship and occasionally share my journey as a dad homeschooling my 4 kids with my wife.  

Perché devo mostrarmi e promuovermi per trovare un lavoro? Non basta candidarsi alle offerte o raccogliere informazioni da parenti e amici?In questa puntata le regole del "marketing applicato a sé stessi" revisionate e corrette per la promozione digitale delle proprie qualità e competenze, senza cadere nel tranello di diventare per forza youtuber e influencer.Un episodio denso di strumenti e modelli da seguire per disegnare la propria strategia di personal branding per far conoscere al futuro datore di lavoro tutte le nostre potenzialità.Approfondimenti:Lean Canvas www.startupgeeks.it/lean-model-canvas/; Marketing Mix e le 4P di Kotler https://it.wikipedia.org/wiki/Marketing_mix; Value Proposition Canvas www.businessmodelcanvas.it/value-proposition-canvas/; Design Your Life www.amazon.it/Design-Your-Life-Bill-Burnett-ebook/dp/B07QK3ZTZ4FOLLOW ME! -------------> https://linktr.ee/ThatsY IG: www.instagram.com/thatsy_podcast FB: www.facebook.com/ThatSyouth LinkedIn: www.linkedin.com/in/giulioberonia Website: www.thatsy.net

043: It was such a pleasure interviewing another great example of collaboration - fully virtual by the way. I am thrilled to introduce this episode with Daniela and Alex to you. Alex is a leading author, entrepreneur, and in-demand speaker whose work has changed the way established companies do business and how new ventures get started. He's currently ranked No. 4 of Thinkers50, the top 50 management thinkers worldwide. He invented the Business Model Canvas, Value Proposition Canvas, and Business Portfolio Map together with Yves Pigneur. His books include the international bestseller Business Model Generation, Value Proposition Design, Testing Business Ideas, The Invincible Company, and the newest one, High-Impact Tools for Teams. Since August 2018, Swiss Daniela Leutwyler has been a Personal Assistant to Alex Osterwalder. Just a few months earlier, in March 2018, she had started her own business as a Virtual Assistant with the goal of being able to pursue her profession regardless of location in the future. Leutwyler can look back on over 20 years of professional experience as an assistant, most recently for over seven years as Executive Assistant to Marc Walder, CEO Ringier AG. Follow Daniela, Alex and Strategyzer: https://strategyzer.com https://www.linkedin.com/in/osterwalder https://www.linkedin.com/in/daniela-leutwyler/ https://twitter.com/alexosterwalder

Dies ist nun der dritte Teil der Mini-Serie "Digitalisierung im Projekt Business". Und hier kommen wir zum Kern. Es geht in dieser Episode darum, wie digitale Projektdienstleistungen in Zukunft aussehen sollen, damit sie attraktiv für den Kunden sind und einen Mehrwert erzeugen. Ich zeige dir ein Instrument, mit dem du diese Values beschreiben kannst und ich gebe dir meine Einstellung zu den zukünftigen Erwartungen eines Projektkunden. Darauf aufbauend sprechen wir darüber, was das für dich im Projekt Business bedeutet und wie Du deine Projektservice umgestalten solltest. Weitere Infos zu den Episodeninhalten: Podcast #109: Der Künde lügt - Die größte Falle in Kundeninterviews https://podcasts.apple.com/de/podcast/high-performance-project-business/id1400783804?i=1000503167101 Anleitung und Download für ein Value Proposition Canvas: https://ut11.net/blog/der-value-proposition-canvas/ Hier kannst Du dir das Webinar zu Digitalisierung im Projektbusiness in voller Länge anschauen: https://player.vimeo.com/external/509425088.sd.mp4?s=8ae1de052d367a5917a6df115ac7437ba045ce1a&profile_id=165

In this episode, my guest Alex Osterwalder shares 3 common traits you'd expect to find in an invincible company, the back story of how his book Business Model Generation came about from his PhD thesis, how he stays grounded as a leader and much more. You'll need a pen and notepad ready for taking some notes!   Bio: Dr. Alexander (Alex) Osterwalder is one of the world's most influential innovation experts, a leading author, entrepreneur and in-demand speaker whose work has changed the way established companies do business and how new ventures get started. Ranked No. 4 of the top 50 management thinkers worldwide, Osterwalder is known for simplifying the strategy development process and turning complex concepts into digestible visual models. He invented the Business Model Canvas, Value Proposition Canvas, and Business Portfolio Map – practical tools that are trusted by millions of business practitioners from leading global companies.   Strategyzer, Osterwalder's company, provides online courses, applications, and technology-enabled services to help organizations effectively and systematically manage strategy, growth and transformation. His books include the international bestseller Business Model Generation, Value Proposition Design: How to Create Products and Services Customers Want, Testing Business Ideas, The Invincible Company, and the recently-published High-Impact Tools for Teams.    Books/ Articles: The Invincible Company: Business Model Strategies From the World's Best Products, Services, and Organizations by Alexander Osterwalder & Yves Pigneur High-Impact Tools for Teams: 5 Tools to Align Team Members, Build Trust, and Get Results Fast by Stefano Mastrogiacomo & Alexander Osterwalder Testing Business Ideas: A Field Guide for Rapid Experimentation by David J. Bland & Alexander Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers by Alexander Osterwalder & Yves Pigneur Value Proposition Design: How to Create Products and Services Customers Want by Alexander Osterwalder & Yves Pigneur Brain Rules, Updated and Expanded: 12 Principles for Surviving and Thriving at Work, Home and School by John Medina Article: The Culture Map https://www.strategyzer.com/blog/posts/2015/10/13/the-culture-map-a-systematic-intentional-tool-for-designing-great-company-culture Article: Allan Mulally (former President and CEO, Ford Motor Company) https://en.wikipedia.org/wiki/Alan_Mulally Article: Ping An (Banking & Insurance Group/ owner of Medical Platform ‘Good Doctor') https://en.wikipedia.org/wiki/Ping_An_Insurance   Alex's website & social media profiles: Website: https://www.strategyzer.com/ Twitter handle: @AlexOsterwalder LinkedIn: https://www.linkedin.com/in/osterwalder/ Instagram: https://www.instagram.com/alexosterwalder/     Interview Transcript Ula Ojiaku: [00:28] In this episode we have Dr. Alex Osterwalder. To many, he needs no introduction. He is known for his phenomenal work on developing the Business Model Canvas. He has authored or co-authored a growing library of books including Business Model Generation; Value Proposition Design - How to Create Products and Services Customers Want; Testing Business Ideas, and one of the topics we focused on was his book that was released back in 2020, The Invincible Company. Since then, he has released a new book that's titled, Tools for Teams. I must mention though, that some of the references to concepts like travelling around the world may not be relevant in this current COVID-19 pandemic situation. However, the key principles of entrepreneurship, intrapreneurship, innovation, leadership (mentioned in this conversation with Alex), I believe these are still timeless and valid. Anyway, ladies and gentlemen, with no further ado, my conversation with Alex Osterwalder.   Ula Ojiaku: [01:49] Thank you, Alex, for joining us. It's an honour to have you on the show. Alex Osterwalder: [01:53] My pleasure. Great be here. Ula Ojiaku: [01:55] Great.  So, what would you say is your typical day, typical day in the life of Alex? How does it start? Alex Osterwalder: [02:04] It depends. So, you know, there's two typical days, one typical day is when I travel, and one typical day is when I don't travel, so they're very different - if you want. I probably spend about 50% of my time traveling all across the world talking about innovation, growth and transformation strategies. And then, you know, my day is I wake up, and it's “Oh, what country am I in now?”... And just trying to get the best out of the day and talk to people about growth and transformation. When I don't travel, my typical day is mixed between helping grow and manage, Strategyzer, the company I founded, but also spending a lot of time thinking about how, can we really help business leaders, business doers do a better job, right? So, I spend a lot of time thinking, sketching out things, I wouldn't say writing because when my co-authors and I create some content, it's usually more drawing first and writing after. But I'd say a lot of time, spent on pretty fundamental questions. And the rest of that when we're not thinking that we're doing or sharing. So that's the kind of mix - not very concrete maybe. But you know, it's so diverse, it really depends a little bit on the type of day, where I am, what the project is. So - very, very diverse days, I'd say. Ula Ojiaku: [03:22] What do you prefer - traveling or not traveling? Alex Osterwalder: [03:26] I enjoy both, right. So, what's important is after intense days of travel, you know, I just this week, I was in Paris with the CEOs of one of the largest companies in France. I like coming back to Switzerland and going on a hike in the mountains, while thinking about certain topics and digesting some of the things that I've seen. What I really enjoy is being in the field with doers and leaders seeing what they struggle with. But then being able to take the time to digest that and turn that into practical tools and processes that help them do a better job, right. So that mix is what I enjoy. The diversity is exactly what I enjoy. Ula Ojiaku: [04:07] That's great. You mentioned you like hiking, am I right in understanding that when you're not running workshops, or helping doers and businesses would hiking be one of your hobbies? Alex Osterwalder: [04:21] So, I can give you a concrete example, this week, I was traveling at the beginning of the week, and for two days, I had back to back calls for 12 hours with either leaders with my own team. So, tomorrow morning, I'm going to drive to the mountains - from my office, it's about an hour away. During the drive, I take calls so I work on the drive, because I can schedule that in advance. And then I pack out my skis and I put what we call skins on the skis and I walk up the mountain for maybe 90 minutes, take the skins off and ski down for 10 minutes. That's it, right. So, during that kind of hike, it's just kind of airing out the brain. But, you know, I wouldn't say that's just leisure time that's actually thinking and digesting. So, I would think about either the topics of the week when I was in the field with real clients and business people struggling with growth and transformation issues, or thinking of my own team in my own leadership challenges. So, it's work but it's in a different context. Then, what's going to happen tomorrow is I'm gonna jump in the car again and drive back to the office in the afternoon - I work out of my office. So that's how a typical kind of day looks like when I have some time to get out of the building. I do go for a ski tour. But it isn't really disconnecting. It's just thinking in a different environment, and then come back to the office, and maybe sketch something out on the wall or on the whiteboard. Ula Ojiaku: [05:46] It also sounds like you're kind of a visual person. So, you do lots of graphics, I mean, your books, The Business Model Generation, Value Proposition Design, and Testing Business Ideas - they are very visual and easy to read. Are you a very visual and artistic person? Alex Osterwalder: [06:06] Artistic, I'd not say because my visuals are pretty ugly, but visual 100%. So, I believe if you can't sketch it out, if you can't draw a problem, you probably didn't understand it well enough. Even complex challenges can be simplified down, not to mask the complexity, but actually just to get a handle of it and to think about the most essential things. So, the reason we use visuals in our books is actually less to just make them look pretty. It's because I do believe visuals are a language, a shared language. There are some things you can't describe easily with words. Like how am I going to describe with words my business model portfolio like that makes no sense, or even describing the business model with words doesn't really make sense. Sketching it out very quickly, and then having a paragraph that accompanies that sketch, that works right or even better, when I do presentations, I would build up the visual piece by piece while telling the story. So, I get bored when people say storytelling, and then it's a lot of blah, blah, blah. I like the storytelling with the visual message. And it's like a good voice over, you know, in a movie, that will go hand in hand. So, I think we don't use visual tools enough in our business practices. In certain circles, it's a tradition. If we take more of the IT field, you don't map out a server infrastructure without using visual tools. But in strategy and transformation, people talk too much, and they draw too little. Visual tools are unbeatable, they're unbeatable. They won't get you to do things completely differently. But they will get you to do things much faster, much clearer, because you have a shared language. So, when you have a shared language to map it out, to capture it, to create a visual artifact, you have better conversations about strategy, about business models, about culture. And that is incredibly important when we talk about these fuzzy topics, right? Or change management, like what the heck does that mean? But when you start visualizing this, we're moving from this state to that state. These are the obstacles; this is how we're going to overcome it. And you make all of that visual and tangible, not too much visuals, because then it's complicated, just the right amount. That is, you know, the magic of visual communication, where you still use words, you still can tell stories, but you just use the right communication tool at the right time. Ula Ojiaku: [08:37] You're saying, ‘…not too much visual, not too many words, just the right amount…' How do you strike the balance? Alex Osterwalder: [08:46] You don't. So, the way you figure out if you're on track or not, is by testing it right? So, let's say I share a slide deck, I can see in people's faces, are they getting it? Are they not getting it? I can listen to their questions. When the questions are really about good details where you can see they understood the essence and now they're going a step further, they got it – right? When people are confused and they ask very fundamental questions of what I just explained. Well, guess what, then the problem is with me, not with them. I made a mistake in the way I told the story. So, I never blame the audience, I always look for the mistake within and say, ‘okay, what should I have done differently?' So, the way you figure out if you struck the right balance, is by continuously testing. And then obviously, over time, if you take visual language, we've gotten pretty good at creating visual books; we know what works, we know what doesn't. The challenge then is when you get good at it, is to not get arrogant. So, you always need to remember, well, you know, maybe the world changed. So, what worked yesterday doesn't work today. So, you go fast, because you know, but you always need to remain humble, because maybe you know something that was right yesterday, not today, you got to be careful. So you go fast, because you know, but you still listen enough to question yourself enough that you figure out, when do you need to change, because a lot of people get famous, and then they believe what they say, believe their own BS, they forget to stay grounded because the world changes, and you need to go with the change. So that's another balance - once you figured it out, you need to make sure time doesn't move faster than you otherwise you become the dinosaur in the room. Ula Ojiaku: [10:26] So how do you keep yourself grounded? Alex Osterwalder: [10:30] Yeah, so it's not always easy, right? So, if I just take our company, it's constantly trying to create a culture where people can speak up. Constantly trying to create a culture where people don't fear critique - design critique. That's not easy, because even though we have a pretty flat hierarchy, when you're the founder, you're the founder. So, people will say ‘yeah, but you know, I'm not gonna tell this guy he's full of BS.' So, you need to create that culture where people dare to [speak up], that's number one. But then number two is just constantly staying curious, right? When you think you figured it out, you probably just know enough to come across, like looking like you figured it out, you know too little for really understanding it. So, I just work on the assumption that I never know enough. You can't know everything. Sometimes you don't need to go further because it's just you're now looking at the 20%. They're going to take too much time. But if you stay curious enough, you'll see the big shifts. If you listen to the weak signals, you'll see the big shift coming and you can surround yourself with people who are a little bit different. The more people are like you, the less you're going to see the shift coming and that's the problem of established companies. They do the same thing day in day out. They don't see what's coming. However, if, for example, you create a portfolio of projects where people can explore outside of your core business, then all of a sudden you see, ‘…wow, they're getting traction with that? I thought that was never going to be a market….' And, ‘they're starting that customer segment – really?' So, you need to create ecosystems that keep you alert. It's very hard again, so I don't trust myself to be able to check my own BS. So, you need to create ecosystems that keep you alert. I think that's the challenge. And you know, maybe my team will say, ‘yeah, Alex, you're talking about these things on a podcast.' But you know, you don't really do that. So, I really have to be careful that that doesn't happen. That's why I admire people who can rise to really, really senior positions, but they stay grounded. One of my favorite examples is Alan Mulally. He turned Ford from a 17 billion loss-making monster into a profitable company. I was really fortunate to get to know him. And he's just grounded, like, a really nice guy. So, it doesn't mean when you have some success, you have to get full of yourself, you just stay grounded, because… we're all just people at the end of the day, right? But it's a challenge, right? It's always a challenge to remind yourself, I knew something now, maybe tomorrow, it's different. I get passionate about this stuff. So, I just go on rambling. Ula Ojiaku: [13:09] You know, I could go on listening to you. I am passionate about it from a learning perspective. Now, let's move on to the next section. I understand that the Business Model Generation, the book, which you wrote in collaboration with Yves Pigneur, I hope I pronounced his name correctly. Yeah. Oh, well, thank you. So, it came about as a result of the work you were doing as part of your PhD studies. Could you tell us a bit more about that story? And how, you finally arrived at the Business Model Generation book and the artifacts? Alex Osterwalder: [13:46] Sure, sure. So, in year 2000, I became a PhD student with Yves Pigneur. And he was looking for somebody who could help him with mapping out business models. And the fundamental idea was, can we kind of create some computer aided design system- so, we could build business models, like architects build buildings and computer aided design? That was the fundamental assumption. But in order to make computer systems like that, you need a rigorous approach, right? You need to model, what is a business model can be fuzzy, because otherwise, how are you going to build some kind of system around that? So, in architecture, it's easy. We're talking about structures and about materials. In business, it's a bit harder, what are the structures? What are the materials, what are the building blocks? So that was the starting point. And I did my PhD with him - amazing collaboration. Then I went out into the world and did a couple of things that work to help scale a global not-for-profit, then I had a consulting firm together with a friend. But then ultimately, the business model work I did on my PhD got some traction; people started asking me if I could speak in Colombia, in Mexico. First at the periphery - it was pretty interesting. People started downloading the PhD (thesis), reading it in companies… So, there were a lot of weak signals. And then, when I had enough of those, I asked Yves, ‘hey, let's write this book that we always wanted to write.' So, we embarked on the journey of Business Model Generation. And we thought we can't write a book about business model innovation without doing it. So, we tried to do it in a different way. We did Kickstarter, before Kickstarter existed, we asked people to pay us, you know, because we needed the funding, or I didn't have any money, I just came out of doing not-for-profit work. So, we got people to pay us to help us write the book. And I did workshops around the world. And it was, really fun, entrepreneurial experience. And then we launched it and became a big success. And I think a little bit of the secret was, we built something with that book, or we designed something that we would have wanted to buy, there was no that there was no visual business book, there were visual business books, but not the type we wanted to buy. And turns out, almost 2 million people had the same kind of desire. And with that, we realized the power of visual books, we realized the power of visual tools. And we started digging deeper. And then we made more books, not because the world needs more books, they're enough out there. But we always tried to address the next business challenge we would see; we would try to create a tool. If the tool works, we would create a book around it. That was the Value Proposition Canvas. And we thought, okay, people are doing testing, but they're not really good at it. Let's write another book: Testing Business Ideas. And we did that in collaboration with David Bland. So, we created a library of experiments to help people get more professional. And then you know, we saw okay, large companies, they still can't innovate. Why don't we write a book called The Invincible Company and we give them a tool that helps them to do this in a large established company. So, every time we see a challenge, we try to build the tool and the book around it to help people around the world. So, it's kind of the same. And what's fun is that behind that, behind the books, we build the technology stack to help actually bring those tools into companies. So, you know, Strategyzer doesn't earn, we earn some money from the books, but the core is really building the technology stack. So, the idea that we had in the PhD is now what we're building 20 years later. Ula Ojiaku: [17:21] Oh wow! Now when you mentioned that your company, Strategyzer, builds the technology stack on which the books are based. What do you mean by that? Alex Osterwalder: [17:32]  Maybe the easiest way to describe it is that we believe in technology-enabled services. So typically, let's say big company comes to us and says, we want to work on growth and transformation, can you accompany one of our teams. Now, traditionally, a consultancy would just put a number of people on that. And then it's just the people are going to try to solve the problem - they sell hours. We look at it slightly differently. And we say there is a type of challenge that we can productize because it's actually the same challenge all the time, how do we go from idea to validation to scale. So, there are a couple of things there that are actually exactly the same for every single team that needs to go to through that process. And then there's some things that are very domain specific; in Pharma, you will test ideas differently than in Consumer Goods, etc., etc. But we would then start to build the online training and the software platform that would allow us to address that challenge of going from idea to validation to scale, in a lot more structured way, in a lot more technology enabled way. There're things where a human coach adds huge value. And there's things where online learning or a software system will create a lot more value; online collaboration, tracking the data, comparing the data understanding how much have you de-risked your idea so far. I'm sharing that with senior leaders. All of that can be automated. The way I like to compare it is like ERP's in companies like SAP and so changed operations, there are tons of companies out there and today, we have a lot less. But when they changed operations, they did that with software, I think the same is going to happen to strategy and innovation today. That today, we don't use a lot of good software, we use PowerPoint, Word, and maybe Excel, right? That's not good enough. Those are general purpose tools, which create a lot of value. But you shouldn't use those to manage your strategy and innovation, because that's becoming a very dynamic process. When you talk to a big company, a corporation, they have thousands of projects going on at the same time; thousand innovation projects. How do you manage that portfolio? It's more than just typical project management, we're talking innovation project portfolio, so you need to understand different things. That's the kind of infrastructure that we build, not just the software, also the tools and the content, online training, so become scalable, so people can change the way they work. Ula Ojiaku: [20:08] Fascinating. Now, when you talk about the automated part of your tech platform, are you talking about dashboards? Alex Osterwalder: [20:16] Yeah, let me give you a simple example. Right? So, when I'm a team, and I start mapping out my idea, an idea is just an idea, right? Technology, market opportunity… I need to create my Value Proposition Canvas and my Business Model Canvas to give it a little bit more shape. How am I going to capture value from customers? How am I going to capture value for my organization? Right - that you need to sketch out. Okay, you could use a digital tool to do that because then you can share as a team – sort of useful but not breakthrough. But then as a team, when you start to manage your hypothesis, you need to ask yourself, ‘okay, what needs to be true for this idea to work?' You might have 10, 20, 50 hypotheses, you want to start to track those hypotheses. You want to start to track ‘how are you testing those hypotheses? What is the evidence that I've captured?' You need actually whole-knowledge management around the evidence that you've captured in the field. ‘Oh, we did 50 interviews, we have about 30 quotes that confirm that people have a budget for that particular process', right? That is not something you easily manage in a spreadsheet, it gets a mess very quickly; that's at the team level. Now, once you have that data captured, what if you could take that data and automatically create a risk profile so the team knows ‘this is how much we de risk our idea. Oh, we looked at desirability, maybe 10% of desirability, 20% of feasibility. We looked at some viability...' Once you have data, you can manipulate the data in very different ways and understand the challenge better - that's at the team level. Now imagine at the senior level where you have, again, you know, 100, 500, 1,000 teams doing that; you want to understand which team is working on the biggest opportunity. ‘Okay, this one. But yeah, we invested maybe half a million dollars in that team, but they actually didn't de-risk the idea at all.' So, it looks like a great opportunity, but there's no de-risking. So actually, that might just be hot air, right? And you want to be able to do that for a thousand teams. Today, the way we do it is the teams pitch to a manager who pitches to the senior leader. And that's just a mess. So, it's very similar to what I mentioned with ERP. There's a lot of data there, that is hidden in different places - in spreadsheets and PowerPoint presentations. There's no way to aggregate that. So, guess what? Strategy today and innovation is badly managed - if people are doing it right, that's already another challenge. You know? Ula Ojiaku: [22:45] Okay Alex Osterwalder: [22:46] Today, people are not that good at strategy and innovation. But that's radically changing, because the tasks are getting really big. It's not just about profit, it's also about impact. So, there are a lot of exciting challenges ahead of us, that require a different toolset and different software stack to even be able to do that. Ula Ojiaku: [23:05] Wow. So, do you consider lean innovation important for organizations of all sizes? And if so, why? Why? Why? I know, it's an obvious question. But why do you consider that the case. Alex Osterwalder: [23:20] Very simple and the challenge is different for the startup than for the established company. So, for the startup… So, for both… let's start with what's shared. For both, it's a matter of survival, okay? Now, let me start with the team first. Well, what's the challenge when you're a startup, you don't have any customers, you don't have any revenues, you might have some self-funded or VC funding, you're gonna run out of money. And I think we're in an age where there's too much money. So, for a while you for quite a while, you can live without a business model, we have some great examples, billion-dollar unicorns that have no business model, and they're still alive, because they're just funded by VCs. That is a very rare thing. That's not for everybody. So, at one point, you do need to understand how you create and capture value. So, you want to get as fast as possible, from idea to not just validated business, but actually a company that makes money that captures value, right? Because, you know, yes, it is. You can say, ‘yeah, but the beginning is about users.' That's okay. But users, you know, without revenues, not going to keep you alive for a while, VC funding is not a revenue stream. Let me just make that clear. VC funding is not a revenue stream. Ula Ojiaku: [24:34] They are out for a profit as well. Alex Osterwalder: [24:36] So sometimes young founders confuse that. Yeah, you can focus on funding. But ultimately, the funding needs to allow you to find a profitable and scalable business model. Sometimes people forget that. So that's survival at the startup stage, right? Now, what Lean does, and I'm not sure the word is very well chosen, because Lean comes actually from making things better. But in the startup world, is actually figuring out what's going to work in the first place, you're not making your business model better, you're trying to figure out which one is going to work. So, the testing of your idea is essential to get faster from idea to real business, or, in some cases, to shut it down. Because let's say you take VC money, and you find out, this is not a scalable business, you better give the money back or buy out the VC share, because all they care about is scale. And there's quite a few companies that bought back their shares, Buffer is a very well-known example, because they figured out the business model they're comfortable with, which is not further scaling. Highly profitable… definitely growth, but not the insane kind of growth VC venture capital's looking for. So you get faster from idea to real business with the Lean Startup approach and Customer Development by Steve Blank and Eric Reis, or you get faster to the point where you say, ‘this is not working, I'm going to change, I'm going to stop - not pivot - I'm going to stop.' And then, radical pivot - maybe you start a new startup with a completely different goal. That's for startups. For the established companies, it's a matter of survival for a different reason. Because their business models are dying and expiring. So, most established companies are very good at efficiency innovation; new technologies, digital transformation…, they improve their business model. Now, that is important, and you need to do it. But if you just get better at what you're doing while your business model is dying, you're just going to more efficiently die. So, at the same time, you need to learn how to reinvent yourself. So, it's a matter of survival that you figure out what's tomorrow's business model. And you can't do that without the Lean approach because it's not about making big bets, it's about making a lot of small bets. But here's the nugget that people get wrong. So, they say, ‘yeah, we're gonna do Lean Startup.' So, they have five projects, and they believe that out of those five projects, if we just pivot enough, we're gonna get a multibillion-dollar growth engine. That is delusion at its best. Because, if you look at early stage venture capital, you actually need to invest in at least 250 projects to get one breakthrough success. So, what it means for established companies, if they really want to find the winner, they need to invest in tons of losers. And they're not losers, per se. But some of those projects need to be killed after three months, some of those projects might make 10 million or $100 million in revenues. But only something like one out of 250 will move towards 500 million or a billion. That, is a matter of survival. So, the companies that don't build an innovation portfolio and don't apply Lean in a broad way, not for five projects, not enough - that's what I call innovation theater. They need to apply it across the board, right? And I think that's where Steve Blank's work, our work together has actually made a pretty big difference. Now, we just need to convert a couple more companies, because there are only very few that have been able to pull this off - that are really what we would call ‘Invincible Companies.' Ula Ojiaku: [28:15] Can you tell me a bit more about the book, Invincible Company? Alex Osterwalder: [28:19] So, there are three main components to the Invincible Company. Let me tell you about the three characteristics of an invincible company. The first thing is, invincible companies constantly reinvent themselves. So, they're not laying back and saying, ‘hey, I was successful', they don't get arrogant. They constantly reinvent themselves. Typical example is Amazon, constantly reinventing their business model; going into Amazon Web Services, going into logistics, etc. That's number one. Number two, invincible companies, they don't compete on products and technology alone. They compete on superior business models. I believe it's much harder to stay ahead with technology because it's easy to copy. Patents don't make that much sense alone anymore. It's all about speed. So today, if you don't build a superior business model, it's hard to stay ahead. Let me give you an example. Take Apple with the iPhone. It's not the phone per se that's keeping them ahead. What's keeping them ahead is the ecosystem around iOS, with a lot of developers that create a lot of applications; you cannot copy that. You can copy the phone technology - there are tons of phone makers out there. There're only two operating systems, right. So that's a superior business model. The third one is, invincible companies; they transcend industry boundaries. Today, if you look at Amazon, you can't classify them in an industry. They do e-commerce, they do logistics for IT for, you know, web, web infrastructure for companies around the world. Their logistics company - they're competing with UPS. So, you can't classify them in an industry, they have a superior business model. My favorite example, at the moment is a company called Ping An in China, one of the top 30 largest companies in the world, in terms of profitability. Well, what did they do? They moved within seven years, from being a banking and insurance conglomerate, towards becoming a technology player that built the biggest health platform on the planet, a platform called Good Doctor. That came from a bank and insurer - can you imagine that? Right? So, they transcended industry boundaries. And that's why they're ahead of everybody else. So, those are the three characteristics of invincible companies. And then in the book we show well, how do you actually get there? We just described you know, how that animal looks like. How do you become that? So, three things. One, you need to manage a portfolio of business models, you need to improve what you have, and invent the future - innovation funnels, etc… What I just told you before.  It's not about making five bets, it's about making 250 bets. And how do you manage that? How do you manage measure risk and uncertainty? Second thing, superior business models; we have a library of patterns, business model patterns, where we give inspiration to people so they can ask themselves questions: ‘How could I improve my business model? How could I create recurring revenues? How could I create a resource castle to protect my business model? How could I shift from product to service? How could I shift like Apple from selling a device to becoming a platform?' So that's the second aspect. And then the third one, which most companies are struggling with, is ‘how do I create an innovation culture systematically? How do I design and manage an innovation culture?' So, it's almost, you could say three books in one. So, you get three for one, if you get The Invincible Company. Ula Ojiaku: [31:54] It sounds very exciting in terms of the work that you must have done to collate these trends and attributes that make up an invincible company. So, what exactly made you guys now say, ‘hey, we need to write this book?' Alex Osterwalder: [32:09] That's a question we always ask because there's so many books out there; the world does not need another business book. So, if we put energy into this, because these projects are pretty big, we had a team of five people working on it, three designers actually six people, three content people. So, it's a crazy effort. The reason was very simple. We had already put a lot of tools out there  - and processes - and companies were not moving at the scale we believe is necessary for them to transform to either revive their business models, or tackle challenges like climate change, right? So, you have to be very inventive, innovative, to actually make a profit and become sustainable, like Unilever. So, we said, ‘well, what's missing?' And the big piece missing is the shared language at the senior level, where they can think about ‘how do I manage a portfolio of businesses to fight off disruption? So, I don't get disrupted. But so, I am among the disruptors. So, I invent the future, like Ping An, like Amazon - they invent the future.' You know, they're not the victim of Porter's five forces, they shaped entire industries, right? Porter's five forces was 1985. That's quite a while ago. ‘The world's changed; we need new analytical tools…', I like to joke, right? But so, we didn't see companies moving enough. So, we asked, ‘could we create the tools to help these companies to help the leaders change?' So, we created a very practical set of tools and processes, and procedures so these companies would start to move. Because a lot of senior leaders will tell you, ‘but innovation is a black box. I don't know how to do this. I know how to do mergers and acquisitions. But I don't really know how to do this innovation thing.' So, they kind of move towards buzzwords. ‘Yeah, we're gonna do agile!' Well, that means nothing per se. So yeah, we're gonna work in an agile way when we do this. But that's the mindset. But there's a more to it when you really want to start building an invincible company. So, we packaged all of what we've learned in the field, plus our whole thinking of how can we make it easy for them to capture and work on it. So, taking down the barriers to action, so nothing would prevent them from action. That's how we always decide, ‘should we do another book?' Well, only if we believe we have a very substantial contribution to make. Ula Ojiaku: [34:37] Talking about the three ‘hows' of becoming an invincible company, you did say that the third element was about changing the culture.  Alex Osterwalder: [34:48] Yeah, sure. Yeah. Yeah. Ula Ojiaku: [34:49] Now, there is this book I read by John Kotter about Leading Change... Alex Osterwalder: [34:57] Yeah, yeah absolutely Ula Ojiaku: [34:58] And culture changes last. So, what's your view on how best to change culture because usually, people are resistant to change? Alex Osterwalder: [35:09] So, I believe you can actively design and manage culture. You know, every company has a culture.  It's just that very few companies design and manage their culture. So, the first thing is, you need to map out the culture that you have. So again, we're tool obsessed. So, we created a tool together with Dave Gray called the Culture Map. And with the Culture Map, you can map out the culture you have, and you can design the culture you want. Okay, that's in a general way. In The Invincible Company, we talk about innovation culture. So, we show what are the blockers that are holding companies back from creating an innovation culture? And we show what are the enablers that companies would have to put in place to create an innovation culture? So simple stuff, right? What's the blocker? I'll give you some blockers. Companies require business plans, business plans are the enemy of innovation, because you force people to sketch out a fantasy over 50 pages, and then you invest in a fantasy and it blows up in your face. It's ridiculous. So, business plans are one enemy of innovation. It's a blocker. Okay, let's look at an enabler. An enabler would be to embrace a culture where you can experiment, fail, learn and iterate. That sounds trivial. But in most companies, you cannot fail, you'll jeopardize your career. So, you need to create a space where experimentation and failure is not just possible - it's mandatory because you know, you need to test ideas. So, if you don't do that deliberately; if you don't have the governance that's going to reward that, in the right place, it's not going to work. And now a lot of people would say, ‘yeah, we do that… we do that.' But it depends how you're doing ‘that'. So, we're very specific with these things and say, well, ‘you're at risk of having an innovation theater, if you don't enable leadership support.' ‘Yeah, well our leaders are supporting it…' Okay? ‘How much time is your leader, your CEO spending on innovation every week?' If he or she is not spending 40% of his or her time on innovation, innovation will not happen at that company, period. So that's an enabler that is not a soft factor is a very hard factor. Because it's actually even less about what the CEO does. It's the symbolic value of a CEO spending 40% of his or her time on innovation, which will show ‘this is important.' And then everybody will work towards what's important for the senior leadership. So, all those kinds of things - we codify them, to take them from the anecdotal evidence towards, ‘here are the three areas you need to look at: leadership support, organizational design, innovation practice. You need to work on those three areas. And you can start to systematically design an innovation culture.' So, I'd say the difference between the days of Kotter, I still love Kotter's work, is I do believe today, we can more actively design culture and make it happen. Is it easy? No, it's really hard. Are we going to face resistance? Yes. But if you do it well, I can tell you when it comes to innovation, people are hungry for it. They're just waiting for it. So, all you have to do - you don't even need to design enablers, just take away the obstacles and everything else will happen. Ula Ojiaku: [38:40] Oh, fantastic. So, the what book do you find yourself giving as a gift to people the most and why - in addition to your fantastic suite of books? Alex Osterwalder: [38:53] So… there's just so many that I don't have one ‘go-to' book that I would really recommend. It's depending on what are people looking at, you know, what is their challenge, and I would recommend the right kind of book that I have in mind for the right challenge. So, I don't like doing an overall thing. There is one book that I just put is the foundation of working the right way, which is John Medina's Brain Rules. So, it's actually a brain scientist. He's very funny. He wrote a book called Brain Rules. It's all based on peer reviewed science, there's a certain number of rules that you need to follow in everything you do: designing a workshop, managing your company, you know, teaching something, being a parent. So, if you follow those brain rules, well, you're very likely to have more success. With the work you're doing, you're gonna achieve better results, because you're following the way your brain works, right? And a lot of the work we do is actually not, not right. So, I'll give you an example. He talks about visuals, every single person on the planet is visual, guess what? It's evolution – (there) used to be a lion running after us. Well, we would need to see it and run away. That's visual. That's evolution. Those who didn't see it coming, they're not here anymore, right? Evolution ate them up. So, we're visual, by definition. That's why when you write when you create a book or a slide deck, using visuals is not a nice to have; of course, everybody has their style. But if you really do it well, you use the words for the right thing, use visuals for the right thing, you're gonna have a huge impact. Because by evolution, every one of us, every single one of us is visual. So that's one brain rule, which sounds a little bit trivial. But the really good insights there of rules you should never break. Right? So that's one I do recommend. But then everything else is based on the challenges I see with, you know, what people are struggling with. Ula Ojiaku: [40:47] I would add that to my library of books to read then. Now, would you have any advice for individuals starting up in their entrepreneurship journey? And also, what advice would you have? So, there are two questions here: what do you have for organizations starting off their lean innovation journey? So, individuals and organizations. Alex Osterwalder: [41:14] So, for both, I would say fear nothing, embrace failure. So, you know, then people tell me, ‘don't always talk about failure. It's not about failure. It's not about failures, is it? It's about learning.' No, it's not about learning. It's about actually adapting your idea until you figure out what works, right? But a lot of that will be failure. And a big part of the innovation journey is you know, falling down and getting up. So, my big advice to individuals is, don't believe those people on the cover of a magazine because you don't see the failure they went through. And if there's somebody who didn't have that much failure, they kind of got lucky. But that's one in a million. So, don't get blinded by those pictures that the press put in front of us. Success; there is no shortcut. Yeah, you can get lucky. But that's one out of a million. Success is hard work. It's a lot of failure. It's a lot of humiliation. Those who get over humiliation, those who can stand up, those are, those are gonna win. However, sometimes you need to stop, right? So, when people say, ‘ah, never give up!' Well, knowing when to stop is not giving up. When you're not made for something, when the idea (you had) – (you find out) there's no business there, you better stop because you're gonna waste all of your money and energy for something that's not there. But you can take those learnings and apply it, maybe to a different opportunity. So never, never fear failure, right is an important one to always get up. That's for individuals. For companies, I'd say go beyond innovation theater. So, break the myths and figure out how innovation really works. Open up what still might be a black box or question yourself, you know, are we really doing Strategic Growth and Innovation? Because a lot of companies will say, ‘Yeah, we do that, we do Lean Startup, we do Agile.' Yeah, but then you look under the hood, it's really innovation theater. When you really do this well, you actually invest in 200, 300, 400 projects at a time, small amounts. And you're really good at killing ideas to let the best emerge. So, it's not about making a few big bets. It's about making hundreds and hundreds of small bets. And then continuously invest like a venture capitalist in those ideas and teams that are bubbling up, right. So, go beyond innovation theater, learn how this really works. This is a profession. This is not something you learn over a weekend at a masterclass anymore. That's how you get started. This is a hard profession treated differently than management. Managing an innovation, management and execution and innovation and entrepreneurship are two different planets. So please accept that. That's my advice to organizations. Take it seriously, otherwise, you're gonna die. Ula Ojiaku: [43:51] Thank you so much. It's been a wonderful conversation with you, Alex, thank you again for being on this show. Alex Osterwalder: [43:58] Thanks for having me. Wonderful questions. Great conversation.

During times of uncertainty, it's so easy to fall victim to survival mindset, in which, we all know all to well from serving in the military. What if you could shift your perspective from looking for the next BIG EPIC THING TO HAPPEN AS SOON AS POSSIBLE to finding the small daily advantages that stack up to EPIC WINS years down the road? In this episode, you'll learn the fundamentals in becoming a successful entrepreneur and how to prepare for your next big funding stage! Impactful Moments of the Show:  4 minute mark: Alex's story of going from family business, to growing within silicon valley, to managing portfolios, capital, and connections within the private equity space.  8 minute mark: Alex's perspective on transition and how ambition changes in different seasons of life.  12 minute mark: How he found long term sustainable successful in life. 16:00 minute mark: Alex's philosophy on entrepreneurship. 22:00 minute mark: How to think like an investor and how build a scalable team.  27:00 minute mark: What do we need to be thinking about in business as we move into a political transition.  30:00 minute mark: Why 2020 will be a record year since 2007 from a capital stand point from the venture world.  38:00 minute mark: Golden Grenades:  What's alive in you today.  You do not need permission. Go get it! Go ahead and take a step with it.    Are you an entrepreneur looking for accelerated growth? Check out Evolution Acceleration here:   www.evolutionacceleration.com   Feel free to connect with Alex on LinkedIn here: https://www.linkedin.com/in/alexchompff/   Evolution's Fundraising Resources Room Contains: Fundraising Readiness Assessment How Much to Raise Video Reading List - including Value Proposition Canvas (discovering your product/market fit) https://evolution.docsend.com/view/s/wyds4dht5bd3rqrz   Show Sponsor: Check out Brute Force training gear, a veteran-owned, Colorado based business here: https://bit.ly/2vSHYKb  Have feedback on the show? Feel free to provide it here along with any potential affiliate or corporate partnership inquiries: choffmann@vettrainingcoaching.com

Quale valore stiamo donando ai nostri clienti attraverso il nostro prodotto/servizio? Esiste uno strumento in grado di aiutarci ad individuare questo "qualcosa" e di fare la differenza per gli altri, distinguendoci dai nostri competitor: il Value Proposition Canvas. Si tratta di un tool che ci permette di fare il matching tra diversi elementi, individuare la loro giusta combinazione e far risaltare le qualità del nostro progetto focalizzandoci sui problemi che il nostro consumatore finale vuole risolvere e benefici che desidera ottenere. ✍️ Unisciti al canale Telegram

In this episode of #TheSpeakerShow, Sean Pillot de Chenecey interviews Alex Osterwalder - one of the world's most influential strategy and innovation experts, a leading author, entrepreneur, and in-demand speaker whose work has changed the way established companies do business and how new ventures get started.   Ranked No. 4 of the top 50 management thinkers worldwide, Osterwalder is known for simplifying the strategy development process and turning complex concepts into digestible visual models. Together with Yves Pigneur, he invented the Business Model Canvas, Value Proposition Canvas, and Business Portfolio Map – practical tools that are trusted by millions of business practitioners from leading global companies. Strategyzer, the company he co-founded, is an innovation powerhouse, providing online courses, applications, and technology-enabled services to help organizations effectively and systematically manage strategy, growth, and transformation.   In this dynamic episode, we discuss a range of his viewpoints on issues including:  Business Model Generation  Value Proposition Design  Testing Business Ideas Invincible Companies Inventing the Future

From the Host: Katherine Ann Byam I met Alex virtually in May 2020 through attending his virtual masterclass on building invincible companies. At the time, we were still figuring out how to run massive scale virtual workshops, yet Alex and his team executed this with ease. I was curious to learn what inspires the world's #4 Management Thinker. I had the honour of asking Alex these 3 questions: What's your why – what question gets you out of bed every morning with a burning desire to solve it? We know in our world today we have a burning platform of sustainability. What do you currently see as the role of business in solving these problems? We know from your work that Innovation is heavily influenced by a company's culture. What are the top 3 things that companies with a great innovation culture do to sustain that culture and expand their economic lives? About our Guest - Dr Alexander Osterwalder Dr. Alexander (Alex) Osterwalder is one of the world's most influential innovation experts, a leading author, entrepreneur and in-demand speaker whose work has changed the way established companies do business and how new ventures get started. Ranked No. 4 of the top 50 management thinkers worldwide, Osterwalder is known for simplifying the strategy development process and turning complex concepts into digestible visual models. He invented the Business Model Canvas, Value Proposition Canvas, and Business Portfolio Map – practical tools that are trusted by millions of business practitioners from leading global companies. Strategyzer, Osterwalder's company, provides online courses, applications, and technology-enabled services to help organizations effectively and systematically manage strategy, growth and transformation. His books include the international bestseller Business Model Generation , Value Proposition Design: How to Create Products and Services Customers Want, Testing Business Ideas and The Invincible Company published in Spring 2020. To learn more about Alex's work you can sign up for their newsletter via the following link https://www.strategyzer.com/ Where Ideas Launch - the Podcast for the Unexpected Innovator is hosted by Katherine Ann Byam and sponsored by Dieple Virtual Service Hub. DVSH is her consulting firm that supports modern day service based and manufacturing start ups to scale up with Strategy, Process Optimisation, and Advanced Analytics. Check it out on the following link https://www.dieple.com/vsh/

Barry O’Reilly is delighted to welcome Alexander Osterwalder, famed author of The Business Model Canvas, The Value Proposition Canvas and most recently The Invincible Company. Alex is also an entrepreneur and speaker, and one of the world’s leading experts on innovation and entrepreneurship. In this exciting episode, they discuss some of the aspects that help innovation and entrepreneurship flourish, including how business leaders can identify what they have to unlearn to be successful in the future.  Failure is a Door to Opportunity Oftentimes we overstate failure, and we don’t look for the opportunities that come out of it. Alex relates how failure often turned out to be a door to new opportunities for him. “I think you just have to be ready to embrace the surprises that life gives you and learn from every failure,” he says. He advises listeners to own their failures and don’t blame others. “If you focus on the positive, all of a sudden you know how to instrumentalize failure.” Entrepreneurs distinguish between reversible and non-reversible decisions, so they can make calculated bets. While failure is never the goal, it is an inevitable consequence and a good thing. You can become more dispassionate about failure if you view it as experimentation, Alex posits. You Get Better Over Time You get better at innovation and entrepreneurship over time. Most successful entrepreneurs are 40 years and over, and have been through several startups. They learn what not to do through practical experience. However, Alex says, you also need to learn the technical aspects of entrepreneurship and innovation. Stay Humble “No company is invincible,” says Alex, “but companies that constantly reinvent themselves because they don’t believe they’re invincible, those are the ones who are going to stay ahead.” Staying humble and keeping the mindset that there is always something new to learn, some new way to reinvent your company, is the difference between growth and stagnation. Barry adds, and Alex agrees, that successful leaders are always creating scenarios that take them out of their comfort zone. Alex shares an exercise he does with leadership teams to help them visualize their current state, and recognize what they need to do differently. Create the Environment for Innovation “As a leader you don’t pick the winning ideas; you create the conditions for the winning ideas and the winning teams to emerge,” Alex remarks. Research shows that only four out of every 1000 projects will succeed, so leaders need to foster an ecosystem for those winning ideas to surface. He describes a practical system companies can adopt to incrementally fund winning ideas. He emphasizes that innovation and execution must work in harmony to enable each other. Barry comments that entrepreneurs should ask, “How quickly can we get these ideas in front of people to see? Should we build it and then test? Can we execute it?” Alex and Barry discuss why innovation is a moral obligation for companies. “My belief is innovation is almost a moral obligation - not to create more money but actually to create more stable jobs,” Alex says.  Looking Ahead Alex is excited about the boost of distributed work that the pandemic has accelerated. He loves that the software tools being adopted are leveraging human creativity, and sees huge opportunities coming out of this difficult period. Resources AlexOsterwalder.com The Invincible Company: How to Constantly Reinvent Your Organization with Inspiration From the World’s Best Business Models

Dr. Alexander (Alex) Osterwalder is one of the world’s most influential innovation experts, a leading author, entrepreneur and in-demand speaker whose work has changed the way established companies do business and how new ventures get started. Ranked No. 4​ of the top 50 management thinkers worldwide, Osterwalder is known for​       simplifying the strategy development process and turning complex concepts into digestible visual models. He invented the Business Model Canvas, Value Proposition Canvas, and Business Portfolio Map – practical tools that are trusted by millions of business practitioners from leading global companies. Strategyzer, Osterwalder’s company, provides online courses, applications, and technology-enabled services to help organizations effectively and systematically manage strategy, growth and transformation. His books include the international bestseller ​Business Model Generation​, ​Value Proposition Design: How to Create Products and Services Customers Want,​ ​Testing Business Ideas​ and The Invincible Company​, to publish in spring 2020. (Interviewed by StartupGrind's Chris Joannou).

In dieser Folge des Trüffelkompass wollen wir Sie mit dem „Value Proposition Canvas“ bekanntmachen. Damit können Sie den wichtigsten Teil Ihres Angebots – den konkreten Nutzen für Ihre Kunden – besser beschreiben und einordnen. Das Fundament wird ausgebaut und mit konkreten Inhalten befüllt. Folge direkt herunterladen

คุณรู้หรือไม่ว่าความต้องการของลูกค้าวันนี้เปลี่ยนไปจากเดิมอย่างมาก และคุณรู้หรือไม่ว่ายังมีหลายบริษัทที่เชื่อว่าสินค้าและบริการแบบเดิมๆจะทำให้พวกเขาประสบความสำเร็จต่อไป ยังไม่สายเกินไปที่จะมาเริ่มค้นหาความต้องการที่แท้จริงของลูกค้า เพื่อที่จะได้ออกแบบสินค้าและบริการใหม่ที่ตอบโจทย์ตรงใจลูกค้ากันดีกว่า พบกับแนวคิด Value Proposition Canvas ที่ช่วยวิเคราะห์สิ่งที่ลูกค้าคาดหวัง ค้นหาปัญหาที่ลูกค้ากำลังเผชิญเพื่อที่จะจ่ายยาให้ตรงกับอาการที่พบได้อย่างลงตัว คุยสดกับกูรูเรื่องนี้ในรายการชัยพัชร์ชวนคุย คุณอมรเทพ ทวีพานิชย์ Certified Business Model Innovator ในตอน ค้นหา Customer Insight เพื่อส่งมอบคุณค่าให้ลูกค้าด้วย Value Proposition Canvas #ชัยพัชร์ชวนคุย #แชร์วิธีคิด #พลิกวิธีการ #ผ่านวิธีกู #deonegroup

สรุปหนังสือดี ๆ หนึงเล่มครับ The Invincible Company การทำให้บริษัทเป็นบริษัทที่คนอื่นเอาชนะได้ยาก รวท Business Model Canvas, Value Proposition Canvas และ การทดสอบ Business Idea. สุดท้ายคือองค์กรต้องมีวัฒนธรรมที่เกี้อหนุดนวัตกรรม ติดต่อโทร 097 991 6988 email: suppakritb@gmail.com http://www.thaibitcast.com Youtube: http://bit.ly/2GjPhMt Facebook: http://bit.ly/2NU4Gaj Twitter: http://bit.ly/2sWoyTd Apple Podcast: https://apple.co/368Qpgj Spotify: https://spoti.fi/38oWLcS  

In this episode, Simone Cicero is joined by a special co-host and former guest on the podcast - Bill Fischer - Professor of Innovation Management at IMD Business School in Lausanne.  Together they pick the brain of nobody less than Alex Osterwalder, whose work continues to influence the way established companies do business innovation and how new ventures get started. The inventor of the Business Model Canvas, Value Proposition Canvas, and Business Portfolio Map together with Yves Pigneur, Alex just released a new book called The Invincible Company, whose ideas are mentioned throughout the conversation. Alex talks about why, in the furiously changing world of today, innovation portfolio management is a must, as well as transforming innovation into a pervasive process inside the organization: we also debate a lot on the several ways to do it.We also talk about the responsibility of companies to become great workplaces - being able to keep and reallocate talent across business units - and serve society beyond shareholder interests. Enjoy this jam full episode! Read our story on Medium to access our key insights and the interview transcript. Here are some important links from the conversation:> About Alex Osterwalder and his work:> Alexander Osterwalder  (Author), Yves Pigneur, Alan Smith, Frederic Etiemble, The Invincible Company: https://www.amazon.com/Invincible-Company-Alexander-Osterwalder/dp/1119523966> Strategyzer: https://www.strategyzer.com/ Other mentions and references:> Ritha McGrath, “Transient Advantage”, HBR, 06/2013: https://hbr.org/2013/06/transient-advantage> Scott Anthony, “Breaking down the barriers to innovation”, HBR, 11/2019: https://hbr.org/2019/11/breaking-down-the-barriers-to-innovation> Ritha McGrath, Seeing around Corners, interview with Aperture: https://medium.com/aperture-hub/seeing-around-corners-19-ec64b2260337> All Things Marketplaces with Dan Hockenmaier, Casey Winters, and Lenny Rachitsky,> Village Global's Venture Stories: https://podcasts.apple.com/us/podcast/all-things-marketplaces-dan-hockenmaier-casey-winters/id1316769266?i=1000467536947 Companies mentioned: Amazon, Ping An, W.L. Gore, Logitech, Kodak, Haier Find out more about the show and the research at Boundaryless at: www.platformdesigntoolkit.com/podcastThanks for the ad-hoc music to Liosound / Walter Mobilio find his portfolio here: www.platformdesigntoolkit.com/musicRecorded on May 11th 2020 

Now is a great time to step back and revisit your business model so that it is agile enough to meet the changing needs of our customers, team and suppliers.If you are about to start your business planning or don't have a clue where to start this webinar is ideal for you. It is hosted by the awesome Ian Farrar, who will introduce us to the Business Model and Value Proposition Canvas which is a great tool for business owners to use.Ian will take you on a business journey so that you can learn how other organisations have adapted their strategy due to the change in market forces.We will also discuss the change in buying trends and the need to pivot to avoid business failure. The aim is to take you out of your current thought process, look at diverse companies and innovative ways of working so that you deliver remarkable outcomes.

This episode is brought to you by Collective Campus brand new online innovation courses. Whether you want to learn about business models and testing ideas with Alex Osterwalder, building a corporate startup with Dan Toma, or learn about topics such as design thinking, and agile fundamentals, head to www.collectivecampus.io/online I’ll also be running a 2-hour webinar on remote work and productivity in early July, based on the popularity of my five levels of remote work article, which you can learn more about at bit.ly/fivelevelswebinar And to today’s episode. Dr. Alexander (Alex) Osterwalder is one of the world's most influential strategy and innovation experts, a leading author, entrepreneur, and in-demand speaker whose work has changed the way established companies do business and how new ventures get started. Ranked No. 4 of the top 50 management thinkers worldwide, Osterwalder is known for simplifying the strategy development process and turning complex concepts into digestible visual models. Together with Yves Pigneur, he invented the Business Model Canvas, Value Proposition Canvas, and Business Portfolio Map - practical tools that are trusted by millions of business practitioners from leading global companies including Microsoft, Coca-Cola, Nestlé, MasterCard, Sony, Fujitsu, 3M, Intel, Roche, Colgate-Palmolive, and many more. He returned to the podcast to talk about what leaders can do to build truly invincible companies and weather storms that are a result of technological and social change, financial market shocks and of course, viruses. We explored: 1 - what defines an invincible company 2 - how companies can balance a portfolio between exploration of new business models and exploitation of existing ones 3 - what companies like Amazon, IKEA and Logitech have done to play the long game and stay relevant 4 - and finally, how one such invincible company profiled in the book, Airbnb, might weather the storm of COVID-19 With that, I bring you the one and only, Alex Osterwalder. Topics Discussed: Lockdown in Switzerland Alex’s new book What is an invincible company The wakeup call we needed? Cashflow runway and business model reinvention Case studies and success stories Tools for managing innovation Leading indicators v trailing indicators Hilti Bosch Culture lags systems The optimism bias and the narrative fallacy Transcending boundaries Explore v exploit portfolios When to kill a project Why entrepreneurs are more risk averse than the general public Why market validation isn’t a conclusive test, but an indicative one The ‘science vs art’ of innovation and entrepreneurship How to use patterns to shift from outdated business models Questions to ask when assessing business opportunities How to play the long game amidst ROI uncertainty Metered funding Innovation Project Scorecard Placing many bets, and how Testing business ideas The culture map Values alignement and intrinsic motivation Delegations of authority Airbnb in crisis mode and why they’ll come out of it Show Notes: Online courses: www.collectivecampus.io/online Remote work webinar: http://bit.ly/fivelevelswebinar Strategyzer: Strategyzer.com The Invincible Company: https://amzn.to/2Lg2tEM Testing Business Ideas: https://amzn.to/2YLSpLo Twitter: @alexosterwalder --- Listen to Future Squared on Apple Podcasts  goo.gl/sMnEa0 Also available on: Spotify, Google Podcasts, TuneIn, Stitcher and Soundcloud Twitter: www.twitter.com/steveglaveski Instagram: www.instagram.com/@thesteveglaveski Future Squared: www.futuresquared.xyz Steve Glaveski: www.steveglaveski.com Medium: www.medium.com/@steveglaveski Steve's book: www.employeetoentrepreneur.io NEW Facebook group: www.facebook.com/groups/futuresquared/ Watch on YouTube: https://bit.ly/2N77FLx

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

Alex Osterwalder and Yves Pigneurs’ Business Model Canvas changed the way the world creates and plans new business models. It has been used by corporations and startups and consultants around the world and is taught in hundreds of universities. After years of researching how the world’s best companies develop, test, and scale new business models, the authors have produced their definitive work. The Invincible Company explains what every organization can learn from the business models of the world’s most exciting companies. The Invincible Company explains how companies such as Amazon, IKEA, Airbnb, Microsoft, and Logitech, have been able to create immensely successful businesses and disrupt entire industries. At the core of these successes are not just great products and services, but profitable, innovative business models–and the ability to improve existing business models while consistently launching new ones. The Invincible Company presents practical new tools for measuring, managing, and accelerating innovation, and strategies for reducing risk when launching new business models. Serving as a blueprint for your growth strategy, The Invincible Company explains how to constantly stay ahead of your competition. In-depth chapters explain how to create new growth engines, change how products and services are created and delivered, extract maximum profit from each type of business model, and much more. New tools―such as the Business Model Portfolio Map, Innovation Metrics, Innovation Strategy Framework, and the Culture Map―enable readers to understand how to design invincible companies. Bio: Alexander (Alex) Osterwalder is one of the world’s most influential strategy and innovation experts, a leading author, entrepreneur, and in-demand speaker whose work has changed the way established companies do business and how new ventures get started. Ranked No. 4 of the top 50 management thinkers worldwide, Osterwalder is known for simplifying the strategy development process and turning complex concepts into digestible visual models. Together with Yves Pigneur, he invented the Business Model Canvas, Value Proposition Canvas, and Business Portfolio Map – practical tools that are trusted by millions of business practitioners. In this episode of Trend Following Radio: Diversified Portfolio Quarterly Return Predictability in your Execution Business Experimentation and Adaptation Strategic Exploration Capability Business Models Leadership System Exploration and Execution The Invincible Company Innovation Building Fundamentals Creating Value

Oliver and his brother started Kemweb in 1998, providing coding for other agencies and then livestreaming the Sydney Olympic Games in 2000. Three years ago, frustrated with being a tech-supply company, they took their technical expertise and redefined their business as a full-service digital agency, . offering results-driven web design, online marketing, social media marketing, PR, consulting, podcasting, video production and hosting services. Today, Kemweb's 35 developers, art directors, social media experts, and performance team workshop with clients to discover their needs. Kemweb customers range from B2B small and medium sized companies to fast moving consumer goods suppliers. Oliver credits his agency's success to curiosity and agility, and a change in its approach to potential customers. A lot of companies will pitch what they can do for customers, without first finding out what the customers need, saying, “We can do this . . . and this . . . and this. What do you want?” Companies may think about “What are we offering? What kind of service?” – but fail to ask, “Why are we doing it? Why should our customers believe the things we're doing?”  Finding the answer to those last questions was pivotal in driving the Kemweb's approach to its own customers. Business consulting is rare in Germany . . . and it's one of the things that is an intrinsic part of today's Kemweb process. Oliver suggests that you have to drive a lot deeper than the “easy questions” to discover what actions will best serve a client's needs. Kemweb now begins a client business relationship with a workshop/consultation utilizing Strategyzer's Business Model Canvas and Value Proposition Canvas to map out a business's knowledge, unsnarl its inherent complexity, and structure a customer-centric solution, with a focus on communicate the messages their clients want to communicate.  Sean notes that there are cultural differences between businesses in Germany and those in the U.S. For instance: German business owners have greater fear of change and new ways of doing things. Legalities differ as well: Data protection laws are more stringent in the U.S. Sean explains that the linear career process in Germany also affects the way people think. After finishing a German citizens finish their education, they take an apprenticeship, then go to a company and move up the ladder within that company.  Oliver was supposed to serve as a mentor at South by Southwest 2020 in Austin, TX, but the COVID-19 pandemic changed all that. He believes that, “This is a special period in time (that) forces people to be more courageous and to try out new things.” He feels that it is important for businesses to work together – to help the customers with their businesses and to help them survive. “We have to take care of each other . . . worldwide,” he says Sean recommends looking at today's challenges as an opportunity to spend more time with family or to online to learn new skills – just use your time. He is using his time in quarantine to set up an English-language Kemweb landing page. Oliver and Sean can be reached on the social media channels or on the company's website at: www.kemweb.de. They have a German-American podcast, Robot Spaceship, at www.robotspaceship.com,. described as an industry-leading, European podcast network with a focus on technology, culture, innovation and living the digital lifestyle. (You may need to understand a little German.) Transcript Follows: ROB: Welcome to the Marketing Agency Leadership Podcast. I'm your host, Rob Kischuk, and I'm joined today by Oliver Kemmann, Owner and Founder at Kemweb in Mainz, Germany, and also Sean Earley, the New Business Development Manager for the firm. Why don't you gentlemen start off by telling us about Kemweb and where Kemweb excels? SEAN: You go. OLIVER: Maybe I start. [laughs] I founded Kemweb together with my brother about 20 years ago, so 1998, in a time without smartphones, in a time without Facebook and YouTube. We were pretty much doing some coding for other agencies. We started also with livestreaming in the year 2000 for the Olympic Games in Sydney, so we were quite tech-related. As time passed by, we started to ask questions. How can we get away from being this tech supply company and how can we find our own customers? So we started to talk about digital communication and how we could help people out there to succeed in their special business by using modern digital technology. This is what we're doing today. We have about 35 people in the agency and we have developers and we have art directors and we have a social media team and a performance team. We do workshops and stuff to find out what the business is all about and how we can help, and then we set up the channels where we can communicate to the target groups of our customers. We think in stories and experience, talking about the stories our customer wants to get communicated, and we develop the experience on different channels and different devices. This is what we're doing. ROB: A lot of firms I think start off in that mode where they are taking downstream work from other agencies, other firms, but now it sounds like you have a better idea of who your direct customer is. What sort of company and perhaps focus or stage of company is that now? OLIVER: There's not one special kind of customer we are serving. We have a lot of B2B business. In Germany, we have a lot of small and medium sized companies. They're doing a lot of engineering stuff, or small producing companies. Usually they are not very familiar with classic marketing topics and how they could use digital communication to sell their products and services. But we also have, for example, fast moving consumer good customers and help them, for example, with social media campaigns. So it is very widespread, actually, the customers we are serving. It's quite exciting. What do you say, Sean? [laughs] SEAN: Yeah, I think you hit the nail on the head there. I think from my point of view, I come from a background – it's a little bit different in Germany than it is in America. In Germany people have a linear process; they go to school, they do an apprenticeship, they go to a company, and they stay there in that skill range, and they just move up the ladder. In the States, as you all probably know, we work all kinds of jobs before we actually start our career. I've done all kinds of different things. I've worked in all kinds of different jobs. Lots of different agencies, consulted, tech, gaming. One of the things that I have seen is that there's always differences in everybody's needs as a business, but when it comes to marketing specifically, there's a lot of things that everybody needs. It really gets down to that value point, that use case that everybody needs, what is the problem that they have and how we can provide a solution. I think a lot of agencies particularly get a pitch and they go to a client and they say, “We can do all this stuff. What do you want?” When I started working with Kemweb, Ollie and I had a talk and it was like, that's exhausting. It's counterintuitive to what we want to do, and it's kind of counterintuitive to what the client needs because there are specific things that clients need. So we tried to refocus our strategy a little bit to work with clients to figure out exactly what they need first before we say “We'll take your 200,000 euro budget and we'll give you one or two or three things. What do you want?” We really try to focus in on the needs of the client and give them exactly what they need, and at the same time try to explore other areas to try to explore new places ourselves internally and externally so we can provide lots of services to clients. But at the same time, we really like to consult first and then give them what they need, and not just “here's your website, have fun with it.” Sometimes they say they want a website and they don't really need a website, so it's important to talk to people first. That's where the workshop and consulting come in. ROB: Got it. I think there's subtlety in the details there. You're not just talking about doing a bunch of discovery, if I'm hearing you correctly. You're actually talking about entering into a business relationship sooner with the client, where you have a process around a workshop, where you have a consulting arrangement rather than doing a bunch of unpaid discovery on an RFP. Is that what you're getting at? SEAN: Exactly. ROB: Very cool. What does a workshop look like for you? OLIVER: I'm a fan of a company called Strategyzer. It originated in Switzerland. These guys developed some canvas thing called the Business Model Canvas and the Value Proposition Canvas. I guess you're familiar with this. Our approach in the workshops is something Sean said. As a consultant, my job is to get the complexity out of the things. I'm taking all the knowledge the customer has and I'm structuring it in these canvases. This leads us to a very structured way, and at this point we start to look at our customer's customer, so it's very customer-centric. This leads us to exactly the customer pain we're addressing and what the customers are really looking for. Most of the time, it's the first time our customers have thought about their own purpose or why they're doing what they're doing. Most of them are coming from the “what?” – “What are we offering? What kind of service?” But not “Why are we doing it? Why should our customers believe the things we're doing?” This is what we do in the workshops. We try to get all the information from the customer and structure it down in canvases, and then we find the channels and we find the customer groups we should address first. ROB: That's probably been a part of your own journey as well. Business Model Canvas, anybody can google it. You'll find it, you'll pull it up. I feel like that tool flows from left to right, where it does flow into how everything leads in to the customer so you know what you're doing, but let's all tie that through to the customer. You probably had a little bit of your own journey on that as you transitioned from being a subcontractor coding shop to pursuing your own customers. What did that journey look like where you started to realize what the direct customers needed and you started to be able to pull away from taking parts of projects from other people? OLIVER: Good question, actually. Or the right question. When we started 2 or 3 years ago to find this way for ourselves, we always were communicating the “whats,” what we were doing. Websites, apps, firms. This is what every other agency is doing, too. They say what the output is. Then we started to dig deeper and find out, what are we good for? What has brought my brother and me to the point of founding a company or agency? Curiosity and agility are what's driving us. What we are doing now is we're very much curious about our customer's business. If we fully understand what the customer is doing and what the customer needs, then we can help. This was the turning point in our own company history, when we found out that. ROB: That seems like a neat intersection because you've not only found this curiosity for what they're doing, you're aligning this tool. You have a tool that actually facilitates your own curiosity that aligns the customer to where they're actually getting value out of the discovery process, unless they can pay you for it. You've aligned the customer and value for them with who you are in your own curiosity, it sounds like. OLIVER: Yeah. In Germany, at least, it's not very common that you do some kind of business consulting thing in a web project, for example. Most people, after the workshop, say, “This was a business consulting, what you're doing.” They start to look differently at their own business, at the company. In Germany, we're far behind you guys in the States where digital transformation is concerned. Most of the companies are very slow in changing things. The owner-driven companies really are shy to start changes, so they want someone who says, “Everything is okay. We have this web project, for example,” and you give them the money and it's ready by the 1st of June or so, and then you don't have to think about it. SEAN: I would just interject and say culturally, working in the States and in Germany, there's a lot of hyper-focusing on details here. There's also a lot of different rules when it comes to things like data protection, so there's a lot of hesitancy in a lot that goes on here as well. Especially with some sort of new and innovative tech project, a lot of people are like, “We can't even legally do that.” When it comes to things like sales funnels and where you store your customers' data, it's a whole other story over here, so it's not just – they're behind in their desire, but I think also they're behind because there's a hesitancy to want to try because sometimes it's difficult to make those steps. So I think it's a 50/50. There's innovation and there's also limitation. For us, we try to find a happy medium in there. Sometimes you have to talk a lot about that as well. ROB: In terms of adjustments, we were originally scheduled to have this conversation in person, in Austin, Texas at South by Southwest, and as we are in the midst of this global coronavirus pandemic, we're all doing this interview from home. I'm in a closet, to be candid. It's a different thing. But just for a moment, Oliver, you were invited to be there as a mentor. Is that something you've done before at South by Southwest? OLIVER: No, actually not. [laughs] I've been in Austin for the last 3 years, and last year I met some guy from Denmark and he was a mentor last year. He explained what he was doing there, and I thought it was interesting, so maybe I could help young people with my different perspective I bring as a German. Maybe I do look differently on things. On the other hand, I've been self-employed or an entrepreneur for more than 20 years. So maybe I can help some people. I just filled out the form and they picked me. [laughs] But I can't tell you what it's like because I didn't do this before. Maybe I will do it next year. SEAN: Ollie and I are both big music fans, and I actually played in a band at South by Southwest before. He was like, “Have you been to South by Southwest?” I was like, “Yeah, musically,” but the whole tech thing – and he was so excited. I was like, oh man. I felt so bad when they cancelled that. He was like, “What am I going to talk about now?” I was like, “You're a German guy there. You've got to talk about German topics.” I think that's stuff people want to know about. There's a whole different perspective there. It's not just tech in general. A lot of people talk general tech, but there's a lot of cultural differences in the tech industry here that I think he could really have provided. But I guess we have the internet now to communicate. ROB: Yes. People can reach out when they hear this and we can all talk in our closets. Or maybe we'll be out of our closets by the time we get this out there. Did they give you visibility into people signing up to talk to you and what they wanted to talk about? Or is it more so that you show up and people show up and go from there? How is that structured? OLIVER: I can't tell you. [laughs] We had a slot somewhere in a hotel for an hour I guess, or an hour and 50 minutes. I had 17 fans on the app, so 17 people were bookmarking me. Actually, I can tell. I guess you have to reserve a slot, but actually, I can't tell you if anybody already had the slot reserved. ROB: We're right here in the middle of March. At this juncture, as you are talking to your customers and potential customers and that sort of thing, how is the current state of things affecting both their mindset and maybe even how they do workshops? Are your workshops normally in person and you're planning for how to do them online? How is that changing your own business and your customer mindset? OLIVER: Wasn't it Macron, the French president, who said we are at war? [laughs] It's changing everything right now. We were well-prepared, actually. Sean, 2 weeks ago, said, “This is getting really bad, so we'd better be prepared.” We tried to get all our people home office ready 2 weeks ago when it just started to get really bad. But I have tons of customers who were not prepared for that. They're not even prepared to get their people in the home office, and they didn't think what they could do in this time. To be honest, I think this will not be a thing for 2 weeks or 3 weeks. I guess we're talking about months or years if this is getting better. We should for sure find very fast things we can change to have a workshop by Zoom or Teams and so on, but I can work with my customers even if they are not in the room. It's a little bit different, so I need my customers to be courageous enough to take such a step. I have a lot of customers who say, “Let's postpone the workshop and meet in 2 or 3 weeks. This can wait.” [laughs] I say, “Okay, go for it.” But on the other hand, there are a couple of people from the consulting business who were already setting up their remote setup. I can film the canvas and I can put the post-its there by myself. The important thing for me is to get all the information from my customers. They are driving this process, so I need all the information, and I can structure it at home in my closet. [laughs] My impression – maybe, Sean, you have your own opinion about this – I think people are getting aware. This is a special period in time, and not many people have experienced what we are experiencing right now. This forces people to be more courageous and to try out new things. This is my impression. SEAN: Yeah, I would just say that we were lucky to have enough time to try to be proactive and plan for it. Kemweb has a lot of experience in livestreaming and webinars as a core business, so it wasn't anything new to go remote. Since we do a lot of consulting for how to become more digital, it was not a scary concept for us. It was more about organization. We've noticed a lot of people who weren't ready, who are reaching out and trying to get an idea of what they can do to get ready, and I think it's also important for any business who does have any sort of strategic advantage – at this point, it's not about competition anymore. This is a global problem that nobody's ever dealt with, so I think we're just trying to take the opinion of let's try to be as helpful as we can. Let's be a resource for people. Let's do some consulting for people just so they can figure out what to do, much less take action on it. Everybody has different problems, but we have CEOs and managers, and everybody is quarantined in their house, worrying about their business. Some people are losing their business as we speak, and some people are like, “I need to figure out how to conduct business when we're here. How do we do this?” Luckily, we've just been in a position to be able to help people. For me, that's the most important thing. Just making sure businesses are running, people are being as successful as they can with the limitations, and hopefully when we get through this, everybody's going to be in a better place and not a much worse place. ROB: Right. That's an advantage I think you have in being strategic. I was talking to a client yesterday, an agency, and they have one client who's in travel, and they're very large, so that client is rightly putting a lot of initiatives on hold. But I think everybody has an inclination towards timidity in this moment. One of their clients was a beer company, and they said, “Should we cut back?” They said, “No, you can be bold right now.” SEAN: If you're not Corona. [laughter] ROB: Yes, for sure. I see it in my own feeds. People are talking about going out and buying beer right now. I think they look forward to it. So there are opportunities. OLIVER: That's what's different between Germans and Americans. Germans are buying toilet paper and noodles. [laughs] The French are hamstering red wine, and you guys go for beer. SEAN: The German term for prepping is hamstering, so there's a lot of hamster memes going on in Germany. [laughs] ROB: I had no idea. I've learned something there as well. Oliver, some people's agencies that we talk to are brand new, and some folks have been running them for a while. If you were in the U.S., we would probably talk about the 9/11 situation here. But you did navigate through the global financial crisis 13 years ago. What are some lessons that you may have encountered from that time that have helped you as you're looking at this new set of circumstances that is resetting global markets and making people worry a little bit? OLIVER: What we learned – our luck in this crisis 13 years ago was we had customers from all kinds of business areas. We were not only doing business with banks. So we survived it quite well, actually, but only because we had a widespread portfolio of customers. This is what we kept all the way from then to now. I guess this is also what maybe, or hopefully, will help us through this crisis too. We have also customers from the tourist business, so we're doing a lot of event stuff. Like Sean said, maybe now some livestreaming things. These companies are dying while we're talking. They're losing all the events, like South by, for example. All the catering people, our customers from catering. We have other customers from the public sector, for example, and we have customers from the hygienic field selling soaps. I think this is what we learned. Don't focus too much on one specific branch. 13 years ago, we were a much younger company. There were just a couple of people there. Actually, we were not flying high enough to be hit very strongly by the crisis 13 years ago, so it's hard for me to compare it this way. Sean, do you have a point here? SEAN: I wasn't with the company at the time, but I think just from experience and being in Germany at the time, it's similar in that there are companies that get financially hit and they're going to go down. There's nothing they can do. There's other companies that get hit hard, but they try to climb up. I think at this point, everybody is struggling and everybody is needing to be loud. Everybody is needing to communicate and reach out. Kemweb did video production, they did web production, so they had a rounded base of services that they could offer. If you have a diversified portfolio, then you can be agile with your approach to lots of clients. I think that's one of the reasons Kemweb has been able to be successful for so long through these ups and downs, at least in my opinion. Unless you know a secret I don't know. [laughs] That's just my outside opinion. OLIVER: Yeah, that's right. Maybe you know the new book by Simon Sinek, The Infinite Game. When I read this book, I didn't know up to the point I read the book we are in this infinite game. Since we are helping our customers, or trying to help our customers to succeed in a digital world – we did this for 20 years, actually, and every disruption or every crisis forces us to be inventive and to question our own work all the time. We did this for the last 20 years, and we came out stronger. So I guess he's right in his book. If you don't reach finite goals, to be the best in town or whatever, then you will find new approaches even for your customers, and you learn from every punch you get. You're learning. I think this is what we learned over the years. For example, when all the streaming was Flash – maybe your younger listeners remember, there was a software called Flash. Steven Jobs decided – all the streaming things we did were running on Flash from one day to the other. Nobody actually was using Flash, so our streaming business was down within a couple of months, for example. But you start finding workarounds and finding new solutions and stuff like this. If you get used to this, if you are not scared by disruptive changes – I guess such a crisis is a very, very disruptive change to everything. It's even a threat to your health, so this is a different problem. People are now really scared about their health, not only business-wise, but family and personal health-wise. So this is a different situation we have right now. ROB: That's a great point. With The Infinite Game, the objective, the point that Sinek makes is that this is not a chess game that you can win or lose. The goal is to keep playing the game. I think it could even be possible in this moment to take more encouragement. You mentioned Flash – Flash, for people who don't remember, was made by Adobe. It was Adobe's attempt to control the browser. SEAN: It was Macromedia and then it was Adobe, I think. ROB: Yeah. When Apple came out against Adobe, that was a specific headwind against Adobe, and a big part of their strategy and a big part of their business. They moved out of trying to control the browser into a bunch of other things. There's a lot of big companies that just take up space and are hard to admire, but Adobe, with having the primary paid enterprise for analytics up against Google Analytics, with the way they've managed to turn their creative suite into a subscription business, they really have figured out how to keep playing the game. I think anybody who's listening probably has even more of an advantage now because Adobe had a specific headwind; this is a headwind that we all have. Everyone's fighting this at the same time. So it's not just you. People are going to win here, and I think it can be Kemweb and it can be anyone else who's listening, if they figure out how to keep playing the game well. SEAN: Yeah. I'd look at this as an opportunity. You can look at it as negative as you want, you can get depressed about it and you can sit there and pout, or you can really try to think of the positive ends. For me, just being able to take time to spend more time with the kids when they're home, or to be able to teach them from home how I want to, or to be able to go online and spend my time with a course, learning something new – you've got to take this as positive as you can. You have to utilize your time. Everybody in the world is confined to their homes at this point, or almost, so do what you can do to benefit from that situation. I think that's really what you've got to do here. I think you will benefit in some way as long as you see it as a positive thing. OLIVER: I would like to bring up another point. It's actually about solidarity. We all have to take care of each other and the other companies. If our customers die, for example, we won't be able to do business after the crisis with them. So we also have to put up plans where we can help our customers not just on the business, but on the survival side of things. So maybe this will make people think about things they've done before or ways they saw things before. Right now we have to take care of each other worldwide, actually. ROB: Yeah, it has definitely taken that longer approach of, for people who are young, to say, “You may be young and you may not be likely to get sick, but what about someone else's parent, grandparent?” SEAN: We're getting up there. ROB: What about us on this call? Take care of us too. But really, how to think beyond yourself I hope is a lesson we can carry forward a little bit longer than just the memories of this unusual season. Oliver, Sean, when people want to track you guys down, when they want to find Kemweb, where should they go to find you? OLIVER: They should go to the internet, this new thing, you know? [laughs] ROB: That's all we got. That's all we got right now. OLIVER: You'll find us on the social media channels. We have our own podcast, actually, which is a German-American podcast form, and it's called Robot Spaceship. You need to understand a little German. I'm speaking German and Sean is speaking American English. But you'll find us on the web, www.kemweb.de. SEAN: Kemweb.de, and that's www.robotspaceship.com for the podcast. OLIVER: Sean is using his quarantine to set up an English landing page. [laughter] Isn't it, Sean? SEAN: It is. There's so much translation that happens. There's so much work. [laughs] I need to take a vacation from working because I've got so much work to do. [laughter] ROB: I think we'll all be looking to help the travel industry rebound in a little bit when we can all come out of our holes. Oliver, Sean, thank you for coming on. Thank you for sharing at this time. It's good to be able to connect over audio, at least, and share some of your learnings, lessons, and growth with the world. SEAN: Thank you. OLIVER: Thank you for the invitation. Great experience for us. ROB: Thank you so much. Maybe in Austin next year. SEAN: Definitely. OLIVER: For sure. ROB: Let's work that out. SEAN: Fingers crossed. OLIVER: On 6th Street. [laughs] ROB: All right, thanks, guys. Bye bye. Thank you for listening. The Marketing Agency Leadership Podcast is presented by Converge. Converge helps digital marketing agencies and brands automate their reporting so they can be more profitable, accurate, and responsive. To learn more about how Converge can automate your marketing reporting, email info@convergehq.com, or visit us on the web at convergehq.com.

https://www.linkedin.com/in/clebercunha/ Sobre Large experience in Lean Operations, Agile Organizations, Change Management and Digital Transformation Strategies. I had a strong knowledge of Enterprise Innovation Life-cycle and Enterprise Digital Collaboration. Experience with the following Methods, Practices, and Techniques: For Strategy: Design Thinking, Industry, and Market Analysis to spot trends and opportunities, Scenarios Generation and Transformation Roadmap using Sequential Backcasting, Impact Mapping, Strategic Planning using Streams and OKR, Business Model and Value Proposition Canvas. Lean-Agile Transformations: Scrum, SAFe, Lean Kanban, Portfolio Management, Standard Work, Voice of Customer, Leadership Engagement, Organizational Meetings Framework, Value Stream Mapping, Pain Points and Root Cause Analysis (5W), Capacity Management, Risk Management, Skills Management, Enterprise Innovation, Budget, KPI’s and Metrics, Knowledge Management, Continuous improvement with Kaizen and A3 thinking. Key Achievements: Helped BBVA Client Solutions area Ideate, develop and implement their own Agile Organization Framework. Implemented and sustained a successful Agile Tribe Structure at a Large Bank in Perú for a CRM Initiative. Collaborated in building a Corporate Knowledge Management Process at Capgemini Brasil, including developing one Knowledge Base and a Digital Collaborative Space on SharepointParticipate in Change Management Initiative for a large IT Transformation program of a Large Bank in Brazil, with an emphasis in Communication and Training Plan; Unit Product Owner of the e-collaborative (a PPM-ALM and Solution for Capgemini group), deployed in Brazil, conducting the data migration, deployment and lead the backlog grooming sessions with the development and product team. Deployed and Supported User adoption of Lean Transformation Tools --- Send in a voice message: https://anchor.fm/pipocaagil/message

7 out of 10 new products cannot deliver on expectations. Our guest's book aims to reverse that statistic. In the tradition of his global bestseller Business Model Generation, this practical guide contains a library of hands-on techniques for rapidly testing new business ideas. Testing Business Ideas explains how systematically testing business ideas dramatically reduces the risk and increases the likelihood of success for any new venture or business project. It builds on the internationally popular Business Model Canvas and Value Proposition Canvas by integrating Assumptions mapping and other powerful lean startup-style experiments. Testing Business Ideas uses an engaging 4-colour format to: Increase the success of any venture and decrease the risk of wasting time, money, and resources on bad ideas Close the knowledge gap between strategy and experimentation/validation. Identify and test your key business assumptions with the Business Model Canvas and Value Proposition Canvas. The book features practical tips for making major decisions that are not based on intuition and guesses. Testing Business Ideas shows leaders how to encourage an experimentation mindset within their organisation and make experimentation a continuous, repeatable process. More about Alex here: http://alexosterwalder.com/

Taking over underperforming sales teams can be a huge challenge, management want fast results, the team will be looking to you for direction and no doubt changes will need to be made. But what is the best way to approach this problem? Kent Eimbrodt is the General Manager for Bullivants. He is a high-achieving professional and an exceptional business leader. Kent has vast experience in creating vision, employee engagement and bringing strategy to life. With over 30 years experience in the sales space, Kent’s wealth of knowledge is a trusted resource to improve team confidence, and guide them towards reaching their goals.  We discuss the importance of a solid and defined value proposition, and the power of customer data. Kent suggests using Alex Osterwalder’s Value Proposition Canvas to precisely determine your customer profiles, define the most important components of your offerings and achieve product/market fit.  Kent elaborates on this and more during the interview.  Key points of this discussion How Kent started in the industry and the experiences that have helped shape his career Kent’s move to Finland to take on the role as a Global Sales Director and his insight into approaching a new role Gathering insight from clients to shape an understanding of market needs, in order to provide a customised service Ignoring the core issues of an under-performing team by focusing in on issues with pricing and product Supporting and building enough confidence in your team to communicate price increases Training your team to be adaptable and to provide solutions to improve clients businesses and save them money Integrity in pricing and helping your team to understand pricing strategies Kents final thoughts on sales team ethics You can check Kent out in the links below - Kent Eimbrodt - LinkedIn Bullivants - Website

Kenne Deine Zielgruppe und Dein Produkt! Ein elementar wichtiger Punkt, für Deinen Erfolg. Nur so bist du in der Lage dich klar zu positionieren, einen Expertenstatus zu erlangen und vor allem im Performance Marketing die richtige Zielgruppe, am richtigen Ort, zur richtigen Zeit und mit einer relevanten Ansprache zu erreichen. Hierzu benötigst du Daten, um vorab -bereits ohne Daten- bestmögliche Ergebnisse einzufahren, eignet sich ein Modell wie das "Value Proposition Canvas". Was es ist und wie du dir mit diesem Modell die richtigen Fragen stellst, erfährst du in dieser Folge. Viel Spaß wünschen Dir deine Hosts Maximilian Schmitt und Michael Paul. Schreibt uns gerne eine Nachricht, wir freuen uns über Anregungen, Vorschläge oder über einen lockeren Austausch. Finden kannst Du uns einfach auf LinkedIn und Xing. --- Send in a voice message: https://anchor.fm/michimax-online-marketing/message

What does your customer really want? If you listened to last week’s episode, part 1 of this special series for leaders in the manufacturing industry, you know your job as a manufacturer is discovering what your customer wants and needs and delivering it to them. When it comes to the products and services you offer, you need to look at your value map of services and products you want to supply and your customer profile to determine what they actually need. In other words, you need to develop your value proposition.  Expanding on last week's episode, the value proposition is a subset of the business model generation and business model canvas.  In this week’s episode, I am going to walk you through developing your value proposition, explain why having one is important and some things you should consider when doing so.  This is where the discovery work begins. We’ll dive deeper into these concepts: Developing your value proposition by understanding your customers’ wants and needs Looking at the products and services you currently offer to see how they align with your customers’ needs The value proposition canvas Figuring out how to create gains for the customer Understanding your customers’ pain points so you can create value proposition which alleviates them My challenge to you this week is to try two of the ideas that come to you after your discovery work. Think about the value proposition. What are your customers gains? What are your customers pains? Let me know what you came up with and how it’s going in the comments below. Next week I am going to walk you through the customer discovery process and journey.  Resources and links mentioned: Value Proposition Canvas   Connect with Me: LinkedIn Facebook   Please Leave a Rating and Review:Since this podcast is new, I’m asking for Apple Podcasts reviews. This will help others discover and learn what Leading the Factory Forward is all about. I thank you so much for being here and I’ll see ya next time on Leading the Factory Forward. — Lynn *** EPISODE CREDITS: If you like this podcast and are thinking of creating your own, consider talking to my producer, Danny Ozment. He helps thought leaders, influencers, executives, HR professionals, recruiters, lawyers, realtors, bloggers, coaches, and authors create, launch, and produce podcasts that grow their business and impact the world. Find out more at https://emeraldcitypro.com 

Breaking Down Value Proposition In Business Jobs-To-Be-Done Theory of value Value proposition: tell me why I should buy from you It all starts with a profitable and scalable business model The value proposition canvas What is a value in the value proposition canvas? The customer profile Understand what’s important and what’s insignificant about customer jobs Understand what extreme and what’s moderate about customer pains Understand what’s essential and what’s nice to have by generating customer gains The value map It’s all about product-market fit! Alternatives to the value proposition canvas Key takeaway

On this week’s show we speak with Amy Golding about her nology project. Matt mentioned the Value Proposition Canvas which you can find at https://www.strategyzer.com/ If you are interested in The Social CEO book in which Matt (amongst may others) has a chapter, you can pre-order it here: https://amzn.to/2StevNy (sponsored link). We’ll be back in September […]

In this episode, Amaury and Mitchie discuss how startup founders can take on the role of the innovator in their startup. They cover the 3 categories of innovation, and the process to integrate them into early-stage project planning and brainstorming. Pre-order a copy of Amaury’s new book, Startup Without a CTO, and get an early digital version two months before the official launch: http://startupwithoutcto.com/  Show notes What the CTO’s innovator role is all about What to do first when taking over for a CTO in innovator role What the 3 categories of innovation are and some resources you can use to make your start attractive to investors, accelerators What process you can follow when injecting new technologies How you can create value and new business opportunities out of the data that you already have How you can further gather data What are some game-changing technologies you can use How you can integrate them into your project Why growth hacking and Web marketing are key (it’s not always the techy things) What are the basics of a marketing and sales funnel What are some social media tools you can use to target people Why starting small is the way to achieve your vision Links  Amaury’s book, Startup Without a CTO – http://startupwithoutcto.com/ Episode 3: What startups WANT vs what they NEED – https://myctofriend.co/3 The Best Technologies for Your Startup – https://members.myctofriend.co/p/best-technologies-for-your-startup/ Web marketing – https://en.wikipedia.org/wiki/Digital_marketing Brainstorming – https://myctofriend.co/6 TechCrunch – https://techcrunch.com/ Improve your project with technology – https://outoftech.com/improve-your-project-with-technology/ Growth hacking – https://en.wikipedia.org/wiki/Growth_hacking Innovation – https://outoftech.com/what-does-innovation-really-mean-for-startups/ Product Hunt – https://www.producthunt.com/ Artificial intelligence (AI) – https://outoftech.com/building-a-startup-with-ai/ Internet of Things (IoT) – https://outoftech.com/could-low-bandwith-be-the-wave-of-the-future Image recognition – https://www.gartner.com/it-glossary/image-recognition Natural language processing (NLP) – https://en.wikipedia.org/wiki/Natural_language_processing Amazon – https://www.amazon.com/ Siri – https://www.apple.com/siri/ IoT devices – https://en.wikipedia.org/wiki/Internet_of_things#Applications Facebook – https://www.facebook.com/ Blockchain – https://outoftech.com/how-blockchain-can-make-your-idea-more-innovative/ Augmented reality – https://en.wikipedia.org/wiki/Augmented_reality Virtual reality – https://en.wikipedia.org/wiki/Virtual_reality Pokémon GO – https://www.pokemongo.com/en-us/ Value Proposition Canvas – https://outoftech.com/value-proposition-canvas-giving-customers-want/ Episode 5: Know your customer – https://myctofriend.co/5 Scraping – https://en.wikipedia.org/wiki/Data_scraping Funnel – https://en.wikipedia.org/wiki/Purchase_funnel Inbound marketing – https://en.wikipedia.org/wiki/Inbound_marketing LinkedIn – https://www.linkedin.com/ Twitter – https://twitter.com/?lang=en Facebook ads – https://www.facebook.com/business/ads Pixel – https://www.facebook.com/business/learn/facebook-ads-pixel Retargeting – https://en.wikipedia.org/wiki/Behavioral_retargeting Episode 4: Build your business vision – https://myctofriend.co/4 Pivot – https://en.wikipedia.org/wiki/Lean_startup#Pivot Episode 8: From an idea to an innovative startup – https://myctofriend.co/8 My CTO Friend – https://myctofriend.co/ AskMyCTO videos – https://myctofriend.co/videos/ Post-it – https://www.post-it.com/3M/en_US/post-it/ Episode 9: Roadmap definition – https://myctofriend.co/9 Startup Roadmap Definition course – https://members.myctofriend.co/p/startup-roadmap-definition/ My CTO Friend the Podcast – https://myctofriend.co/podcast/ My CTO Friend the Podcast on iTunes – https://myctofriend.co/itunes Transcript  https://myctofriend.co/8#TRANSCRIPT

In this episode, Mitchie and Amaury discuss the best techniques to use when brainstorming and project planning. Listen and learn how to structure your thoughts, how to spark new ideas and how to stick to what you decided on in your brainstorming sessions. Pre-order a copy of Amaury’s new book, Startup Without a CTO, and get an early digital version two months before the official launch: http://startupwithoutcto.com/ Show notes How these CTO productivity hacks connect to knowing your customer Some techniques when searching for your competitors Why you should stay away from your screen when brainstorming Why pen and paper is still the best Other techniques you can use to put your ideas to paper The big advantage and disadvantage of using Post-its  The importance of drawing your ideas and not just writing them The first few steps of writing your specifications What to do at the end of your brainstorming process A good starting point when doing your app What else you can print to have that visual stimuli The pros and cons of freestyle brainstorming Amaury’s project planning template for startups Other ways to help you stay focus  Links  Episode 5: Know your customer – https://myctofriend.co/5 Growth hacking – https://en.wikipedia.org/wiki/Growth_hacking Twitter – https://twitter.com/amaurykhelifi?lang=en TechCrunch – https://techcrunch.com/ Product Hunt – https://www.producthunt.com/ AngelList – https://angel.co/ Brainstorming – https://outoftech.com/how-to-find-the-greatest-success-with-brainstorming/ Episode 7: Productivity hacks: The founder’s basic toolbox – https://myctofriend.co/7 Mind mapping – https://en.wikipedia.org/wiki/Mind_map Post-it – https://www.post-it.com/3M/en_US/post-it/ Graphic facilitation – https://outoftech.com/i-discovered-graphic-facilitation/ Specifications – https://outoftech.com/how-to-turn-an-idea-into-a-startup-specification/ Customer journey – https://outoftech.com/8-key-components-for-great-technical-specifications/ Airbnb – https://www.airbnb.com/ Persona canvas – https://outoftech.com/how-to-turn-an-idea-into-a-startup-specification/ Empathy maps – https://www.copyblogger.com/empathy-maps/ Value Proposition Canvas – https://outoftech.com/value-proposition-canvas-giving-customers-want/ Business Model Canvas – https://en.wikipedia.org/wiki/Business_Model_Canvas Project planning – https://outoftech.com/project-planning-startup-style/ Download the Weekly Goal Worksheet – https://outoftech.com/project-planning-startup-style/ Episodse 6: Productivity hacks: Brainstorming and project planning – https://myctofriend.co/6 My CTO Friend the Podcast – https://myctofriend.co/podcast/ Transcript  https://myctofriend.co/6#TRANSCRIPT

In this episode, Mitchie and Amaury will unpack the importance of defining and understanding your target audience, and how to achieve it in order to build and provide a product people will be ready to pay for.  Show notes How to start knowing your customer How to get started with persona canvas How to start identifying what your customers are going to be What a customer journey map is What customer stories are How to start building a relationship with your client How to start the process of communicating How to you define your customer needs How to use techniques like Value Proposition Canvas and Business Model Canvas How to segment your customers What are other ways to communicate with them The importance of measuring and some tools you can use Links  Persona canvas - https://outoftech.com/how-to-turn-an-idea-into-a-startup-specification/ Customer journey map - https://outoftech.com/8-key-components-for-great-technical-specifications/ Best practice to build happy customer experience - https://outoftech.com/best-practice-build-happy-customer-experience/ RightMessage - https://rightmessage.com/ Episode 3: What startups WANT vs what they NEED - https://myctofriend.co/3 Value Proposition Canvas - https://outoftech.com/value-proposition-canvas-giving-customers-want/ Business Model Canvas - https://en.wikipedia.org/wiki/Business_Model_Canvas My CTO Friend website - https://myctofriend.co/ CRM - https://en.wikipedia.org/wiki/Comparison_of_CRM_systems Cookies - https://en.wikipedia.org/wiki/HTTP_cookie Intercom - https://www.intercom.com/ Facebook - https://www.facebook.com/ Google Analytics - https://analytics.google.com/analytics/web/ Segment - https://www.segment.io/ Hotjar - https://www.hotjar.com/ Heat maps - https://en.wikipedia.org/wiki/Heat_map Empathy maps - https://www.copyblogger.com/empathy-maps/ Business Model Generation book - https://www.amazon.com/Business-Model-Generation-Visionaries-Challengers/dp/0470876417 Episode 5: Know your customer - https://myctofriend.co/5 My CTO Friend The Podcast - https://myctofriend.co/podcast/ Pre-order a copy of Amaury’s new book, Startup Without a CTO, and get an early digital version - http://startupwithoutcto.com/ Episode 6: CTO productivity hacks - https://myctofriend.co/6  Transcript  https://myctofriend.co/5#TRANSCRIPT

Animé par deux de nos coachs en création d'entreprise, le podcast GENILEM est un rendez-vous bi-mensuel pour les passionnés et curieux de l'entrepreneuriat. Contenu des épisodes: conseils en développement d'entreprise, interviews d'entrepreneurs, actualités et découvertes, prochains événements. *** Dans ce troisième épisode, Serge et François parlent des premières étapes à accomplir lorsque vous avez une idée et souhaitez démarrer un projet d'entreprise. Ils commentent l'actualité avec deux news concernant les start-ups Hempfy et Eyeware, et finalement vous partagent une découverte coup de cœur. RÉFÉRENCES Thématique du jour: - Business Model Canvas de Strategyzer: https://www.strategyzer.com/canvas/business-model-canvas - Business Model Canvas - outil en français: https://www.genilem.ch/wp-content/uploads/2019/02/Strategyzer_STRAT_BusinessModelCanvasPoster_FR_light.pdf - Value Proposition Canvas de Strategyzer: https://www.strategyzer.com/canvas/value-proposition-canvas - Value Proposition Canvas - outil en français: https://www.genilem.ch/wp-content/uploads/2019/02/Strategyzer_STRAT_ValuePropositionCanvas_FR.pdf Actualités: - Hempfy: https://www.startupticker.ch/en/news/january-2019/the-fit-grants-chf-400-000-to-4-early-stage-startups - Eyeware: https://www.lenouvelliste.ch/dossiers/le-valais-qui-se-transforme/articles/martigny-la-startup-eyeware-leve-2-millions-pour-analyser-notre-regard-814725 Découvertes: - https://lamethodeboulanouar.com/ - https://www.payot.ch/Detail/lart_du_storytelling-guillaume_lamarre_-9782350174266 Prochaines formations & événements: - Comment explorer son marché: https://www.eventbrite.fr/e/billets-comment-explorer-son-marche-53880533125 - Comment atteindre ses premiers clients: https://www.eventbrite.fr/e/billets-comment-atteindre-ses-premiers-clients-53907012325 - Design thinking : l'innovation focalisée sur le client: https://www.vaud-economie.ch/general/evenements/2018/petits-dejeuners-des-pme-start-up

Global Product Management Talk is pleased to bring you the next episode of... The Everyday Innovator with host Chad McAllister, PhD. The podcast is all about helping people involved in innovation and managing products become more successful, grow their careers, and STANDOUT from their peers. About the Episode: Figuring out what your customer wants and needs from your product or service is the heart of product management. That is the beginning of how we create products that customers love. And, there are tools to help you do that. In this discussion, you will learn about a tool that has been available for a few years, but I rarely find product leaders and managers using it. It’s called the Value Proposition Canvas. We explored the concept of value proposition back in episode 123 with Alex Osterwalder. Now we talk with his co-founder Alan Smith. Together they started Strategyzer, which may be best known for their award-winning books Business Model Generation and Value Proposition Design and related training. Alan is a multitalented designer and UX professional. He loves building tools to help drive strategy and innovation in organizations, which makes him a great person to talk with us, Everyday Innovators. The Value Proposition Canvas consists of two sides: customer segment profile, andthe value map 

Understand a customer’s jobs, pains, and gains for effective product management Figuring out what your customer wants and needs from your product or service is the heart of product management. That is the beginning of how we create products that customers love. And, there are tools to help you do that. In this discussion, you […]

Understand a customer's jobs, pains, and gains for effective product management Figuring out what your customer wants and needs from your product or service is the heart of product management. That is the beginning of how we create products that customers love. And, there are tools to help you do that. In this discussion, you […]

Første episode av Oppstartspodden. Mads og Erik introduserer podcasten og begynner med begynnelsen; hvordan kan vi finne ut om forretningsidéen vår er liv laga? Modeller og hjelpemidler diskutert i denne episoden: Business Model Canvas (Alex Osterwalder): https://www.innovasjonnorge.no/no/verktoy/verktoy-for-oppstart-av-bedrift/hvordan-lage-forretningsmodell/ Value Proposition Canvas: https://designabetterbusiness.com/2017/10/12/how-to-really-understand-your-customer-with-the-value-proposition-canvas/ Riskest Assumption Test / Minimal Viable Product: https://www.digital55.com/en/mvp-rat-definicion-y-ejemplos/ Bok: The Mom Test http://momtestbook.com/

Nell'episodio precedente abbiamo cercato di capire chi è il nostro potenziale cliente. Strettamente legato all'individuazione di Buyer Persona è il Value Proposition Canvas Model , grazie al quale cerchiamo di capire quali problemi risolve il nostro prodotto o servizio alla Buyer Persona individuata, e quali sono i punti da far emergere nella formulazione della proposta di valore associata al nostro servizio o prodotto.Vi aspetto su Telegram : http://t.me/chevitadamarketerA presto :)

Nell'episodio precedente abbiamo cercato di capire chi è il nostro potenziale cliente. Strettamente legato all'individuazione di Buyer Persona è il Value Proposition Canvas Model , grazie al quale cerchiamo di capire quali problemi risolve il nostro prodotto o servizio alla Buyer Persona individuata, e quali sono i punti da far emergere nella formulazione della proposta di valore associata al nostro servizio o prodotto.Vi aspetto su Telegram : http://t.me/chevitadamarketerA presto :)

Value Proposition und Jobs to Be Done Die Tools zum Bauen unwiderstehlicher Wertangebote Das Value Proposition Design beschreibt, wie mit Produkten und Services Wert für Kunden geschaffen wird. Eckhart Böhme und Peter Rochel stellen vor wie man mit der Value Proposition Canvas, Hypothesen für unwiderstehliche Nutzenversprechen entwickelt. Ausserdem in dieser Episode Die Verschieden Arten von zu erledigenden Kundenaufgaben (Kundenjobs, Jobs to Be Done)Trennung von Problemen und GewinnenWie und warum die Value Proposition von Hilti funktioniert und so relevant für Hiltis Kunden ist Alle Episodenlinks: Value Proposition Design Consulting Jobs to Be Done Workshop Value Proposition Canvas zum Download 72% Aller neu eingeführten Produkte scheitern am Kunden Literaturtipps (Amazon Partnerlinks): Value Proposition Design - Alexander Osterwalder Besser als der Zufall - Clayton M. Christensen Alle Shownotes und Bilder hier Folge direkt herunterladen

In unserer ersten Folge sprechen wir über das Phänomen "Flying Dutchman Scrum": wenn ein Team ständig vor sich her entwickelt, nie aber ein konkretes Ziel zu erreichen scheint. Oder aber, wenn auf dem Weg zum Ziel alle paar Sprints der Fokus wechselt und man das große Ziel aus den Augen verliert - vielleicht aber auch gar keines hat. In diesem Kontext stellen wir das ProdPad Product Vision Template vor, schauen kurz auf das Product Vision Board von Roman Pichler, erklären den Unterschied zwischen Produktvision und Mission Statement und reden kurz über den Business Model Canvas und den Value Proposition Canvas. In den Picks: Dominik stellt den lesenswerten Artikel "So, how do you make Agile successful" von Chen Ping vor, Sebastian erklärt, wie ihr mit haveibeenpwnd.com herausfindet, ob eure Zugangsdaten in irgendeinem Datenleak auftauchen. Alle Shownotes und Links zur Sendung finden sich auf http://meinscrumistkaputt.de/folge-1-flying-dutchman-scrum/

We just held our second week of the Hacking for Defense class. This week the 8 teams spoke to 106 beneficiaries (users, program mangers, etc.), we held a DOD/IC 101 workshop, our advanced lecture was on the Value Proposition Canvas, and we watched as the students ran into common customer discovery obstacles and found new ones.