Lean enterprises focus on building products that solve urgent customer problems through a process of formulating hypotheses about customer needs, building minimum viable products to test those hypotheses, and using data from real-world tests to evaluate and evolve their ideas. Key questions addressed include identifying the problem being solved, why the proposed solution is better than alternatives, who the target customer is, and how to effectively reach and build a business serving that customer through iterative development that prioritizes learning from tests with real customers.
More than 3 years ago Telefonica began to apply the Lean Startup methodology to innovation projects. Lean Startup has allowed us to speed up the innovation process and do more with less, with a clear focus on market and customers. Applying Lean Startup at a large corporation is complex, but the benefits are many. A presentation by Susana Jurado at the Lean IT Summit 2015. www;.lean-it-summit.com
This document outlines 15 lessons learned as a product manager. Some key lessons include: focus on increasing revenues and reducing costs while delivering value for today's costs; understand customer and market needs through quantitative and qualitative data balanced with intuition; set realistic expectations and don't push unrealistic quarterly targets; test hypotheses early to fail fast; and serve as the owner and conduit of information between cross-functional teams to drive the product vision while remaining unbiased. The overall message is the importance of balancing strategic and tactical work with a focus on building products customers love.
Overview of Lean Startup and FastWorks - How they are augmenting and at time replacing Lean Six Sigma in todays world. With an example of GE
This is a brief introduction to the 2-day workshop on Design Thinking to be held in Hotel Grand Mercure, Bangalore on Nov 3-4, 2017. It will be facilitated by Vinay Dabholkar.
Shift Innova helps intrapreneurs and entrepreneurs introduce new products and services to market faster and efficiently using a structured innovation method that reduces resources wastefulness and increases customer adoption and profitability.
This document outlines how to build an innovation funnel in large organizations. It discusses challenges like stifling innovation and looking for shortcuts. It then presents HPE Software's innovation funnel model as a case study. The model includes four stages - ideation, incubation, seed, and growth. Ideas are submitted and refined through each stage, which involves validating problems/solutions, building MVPs, and handing projects off to businesses. Metrics are used to manage the funnel. The results for HPE show over 600 ideas submitted, 110 incubated, 18 seeded, and 11 grown into projects over two years. It concludes that organizations should start by validating a use case to reduce innovation risks.