Lean Startup in eHealth

Some years ago, Eric Ries, Steve Blank and others initiated The Lean Startup movement. The Lean Startup is a movement, an inspiration, a set of principles and practices that any entrepreneur initiating a startup would be well advised to follow. Projecting myself into it, I think that if I had read Ries' book before, or even better Blank's book, I would maybe own my own company today, around AirXCell or another product, instead of being disgusted and honestly not considering it for the near future. In addition to giving a pretty important set of principles when it comes to creating and running a startup, The Lean Startup also implies an extended set of Engineering practices, especially software engineering practices.

This document discusses a methodology for accelerating new businesses through four phases: idea stage, problem/solution fit, product/market fit, and scaling. It provides examples of methods that can be used in each phase, such as customer discovery, business model experiments, and growth hacking. Key performance indicators are also listed for tracking customer experience, business performance, and organizational learning at each stage of acceleration. The goal of acceleration is to help new businesses move faster through the phases to achieve a sustainable business model and reach the right markets.

Review of the book 'The Lean Startup' by Eric Ries. Entrepreneurs can use these concepts in a variety of businesses both new and old. Great group conversation to explore how a variety of people can use the methodology.

The document discusses proof of concept (POC), which is a test conducted to validate the feasibility of an idea or product before full development. A POC involves gathering customer feedback, creating a basic demo, outlining a roadmap to market, and telling a compelling story to investors. Conducting a thorough POC helps gain approval, identify issues early, attract funding, increase chances of commercial success, and save money compared to discovering problems later. The document outlines four essential steps for a POC: implement structured customer data, create and test a demo, create a development roadmap, and tell a story instead of using sales pitches.

ArtiE is an artificial intelligence platform that allows users to create voice-activated software applications without extensive coding knowledge. It provides a development platform to build applications that can be used across devices using only voice. ArtiE aims to be the leading platform for building enterprise voice applications and targets markets like consulting firms, cloud companies, and the growing Internet of Things sector totaling over $200 billion. It plans to generate recurring revenue through monthly subscriptions and professional services. Financial projections estimate $355 million in annual recurring revenue by year six with strong profit margins.

The document provides guidance on writing successful business cases that can obtain approval and funding. It emphasizes that business cases should be measurable and backed by evidence. Key points include: - Business cases should justify a project's value, risks, priorities and benefits in a concise yet informative manner (typically 2-3 pages). - They must demonstrate how the project aligns with organizational strategy and quantify expected financial and non-financial impacts such as increased revenue, cost savings, risk reductions and compliance gains. - Assumptions should be supported by facts and benefits must be measurable both during and after project implementation through key performance indicators. - High-quality business cases will consider alternative options, include input from finance and procurement

This document discusses key performance indicators (KPIs) for project analysts. It provides steps to create KPIs for project analysts, including defining objectives, identifying key result areas and tasks, and determining how to measure results. The document also discusses types of KPIs and common mistakes to avoid when setting KPIs, such as having too many or ones that do not change with goals. It recommends a website for additional KPI materials and samples.

Product owner is a critical role for agile/scrum teams, as a key stakeholder and representative of users, customers or markets. Commercial software companies have a broader role -- product manager -- responsible for identifying market needs/opportunities, making product-level decisions about offerings/benefits/pricing/packaging/channels/financial goals, and managing sales/customer relationships on behalf of executives. Since products often span multiple scrum teams, some products have a mix of product owners and product managers. We'll introduce product owners, map that against software product managers, and talk through approaches to meet all of the product needs for a market-successful product.

This document discusses lessons learned from applying acceleration methodology to new product, service, and business incubation and acceleration in the ICT industry. It is based on 13 interviews and analysis of real-life projects. The lessons provide guidance on how software companies can apply acceleration principles in various business domains. Key takeaways include the importance of continuous customer discovery and problem validation, having committed people in the early idea stage, and recognizing that acceleration principles can be applied to both new and existing businesses. Ecosystem partners play a crucial role in scaling, and successful scaling provides resources to fund new ideas and businesses.

Product strategy for technology companies is closely related to New Product Development. It starts with a strategic vision which provides answers to questions such as “Where is the business going?”, and “How will it get there? This Technology Multipliers webinar provides a comprehensive overview of product strategy concepts, process, and keys to success for technology companies.

The document discusses portfolio frameworks for driving innovation through effective product strategy and management. It advocates using a 3 horizons model to classify initiatives based on their distance from the current business model. Horizon 1 focuses on defending and extending the current business, Horizon 2 on exploiting and expanding adjacent opportunities, and Horizon 3 on exploring future opportunities. It also discusses using outcome-based measures, prioritization frameworks, learning loops through experimentation, and portfolio visualization tools to help align initiatives with strategic goals and make intentional decisions.

Lean Startup is a methodology for building successful startups that focuses on minimizing waste and making progress quickly. It advocates following the right process through techniques like customer development, MVPs, and measurement to increase the odds of success rather than relying on luck or genius. While inspired by lean manufacturing and agile development, Lean Startup is a higher-level approach that can be applied beyond software to any new product or business facing uncertainty.

(This presentation was given at the Lean Strategy + Design Salon meetup in New York: http://www.meetup.com/LeanStrategyPlusDesign/events/200913392/) "Innovate or die” is the mantra of successful companies. So how can we build innovation into our product development process? By combining design thinking, lean startup and agile we get a recipe for repeatable innovation: lean UX. Lean UX and lean startup methods are being used today by many startups and innovation labs to take a learning approach to discovering and building the best product for customers. But what does repeatable innovation look like scaled across an enterprise? This talk will share how to apply lean product practices as a continuous process across multiple products and agile development teams in an organization. With real examples and artifacts you will learn how to manage - and thrive - in uncertainty to create awesome products.

This presentation provides a framework for product managers and C-level executives to discuss and prioritise their product investments. Maintaining a practical focus, it condenses highlights from McKinsey's three horizons model and more recent successors developed by academics at Wharton and MIT.

CloudHealth Technologies is a company where employees are able to challenge themselves and achieve success, while doing something meaningful and having fun at the same time. Less than 4 years ago, CTO and Founder, Joe Kinsella began brainstorming the concept of of a platform, CloudHealth, with nothing more than a laptop and the cloud. Today, CloudHealth Technologies is one of Boston's fastest growing tech companies, delivering the industry's most comprehensive cloud service management platform, as recently recognized by MassTLC as the most innovative cloud technology of the year. Gain insider knowledge from Joe on how to implement an agile process that takes an initial concept and turns it into a viable technology resulting in dramatic growth and a successful company. In this session, Joe discusses his personal journey, experiential learning, and the related success that comes from a team of passionate employees with a genuine focus on dynamic interactions between groups and departments.

Eric Ries is a Silicon Valley entrepreneur and pioneer of the Lean Startup movement. He graduated from Yale University with a degree in computer science and co-founded several startups. His experiences with success and failure led him to develop a Lean Startup methodology to help startups succeed. This methodology is based on principles like validated learning and the build-measure-learn feedback loop. It emphasizes developing minimum viable products to test hypotheses, measuring customer feedback, and using that feedback to pivot the product or strategy as needed. The goal is to minimize the time required to learn what customers want in order to accelerate a startup's progress.

This document summarizes key concepts from Lean Startup methodology. It discusses getting customer feedback early in the product development process through techniques like minimum viable products and continuous deployment. It emphasizes measuring progress through validated learning rather than outputs like features built. The document recommends optimizing for product/market fit before scaling and testing all assumptions rather than relying on untested beliefs. Resources are provided to learn more about applying Lean Startup principles.

The document discusses customer development and validation techniques for startups. It emphasizes the importance of getting out of the building to validate ideas with customers from the beginning. It recommends asking questions to determine who the product is for, why they would care, what problems it solves, and how the features fit together. Customer interviews are presented as a way to gather this information and test hypotheses. The document provides tips for conducting interviews and debriefing afterwards to determine if the hypotheses were validated or invalidated. The overall message is that startups should focus on customer development and validation activities like interviews and prototyping before investing significant resources into building products.

The Nordic Independent Living Challenge seeks innovations that can increase the quality of life for the frail elderly and people with disabilities, and make it possible for them to live independently in their own home.    The deadline for proposals is 18 March 2015.   The competition runs until June 2016. The main prize is 1 million NOK (around 121 000 eur).

This presentation from Form Virium Helsinki discusses and advocates harnessing the innovative capacities of entire communities to bring forth optimal city management. The focus is on overcoming the traditional challenges between public sector organizations and citizens.

6Aika-strategian Avoin Data ja Rajapinnat -kärkihankkeen osatoteutuksessa harmonisoidaan rajapintoja Suomen kuuden suurimman kaupungin yhteistyönä. Annukka Vartevan esitys Open Forum -tapahtumassa 23.3.2015.

Perustiedot Forum Virium Helsingistä 09/2016

Helsinki is building an open city by developing new digital services in cooperation with companies, the public sector, and residents. The city aims to harness innovation from the entire community. Helsinki has been recognized as a leading smart city and is experimenting with smart urban living and services in its Kalasatama district. The city is piloting various Internet of Things projects in Kalasatama and developing smart mobility solutions like Mobility as a Service. Helsinki is making its data openly available and serving as an innovation platform and test bed for smart city technologies.

Innovation as a by-product of robust decision-making. Applications in Restaurant Innovation. Two perspectives: (1) the real-estate developer perspective and the (2) data scientist perspective. Used fresh case studies to illustrate points, inclusive of prestigious names (Noma, El Bulli, The Fat Duck) and celebrity chefs. Introduces the research focus of Cain Hospitality Innovation (CHI) for 2015: The Restaurant Genome Project.

El documento trata sobre la innovación y el cambio. Habla de salir de la zona de confort para tener nuevas perspectivas, como dijo Marcel Proust. Una persona creativa desafía el orden establecido y estimula a otros a cuestionar suposiciones. Aunque el cambio conlleva riesgos como el fracaso, se necesita valentía para ir hacia lo desconocido y lograr grandes cosas, como un emprendedor que pasó de US$300 a US$30 millones. La innovación requiere trabajo en equipo, fe y convicción.

El documento describe la historia y el modelo de negocio de El Tenedor, una empresa española de reservas online para restaurantes. Comenzó en 2006 con fondos iniciales de 1 millón de euros y ahora tiene 11.000 restaurantes en su plataforma, 2,5 millones de visitas mensuales y más de 7,7 millones de reservas realizadas. Su éxito se debe a su enfoque en la calidad del servicio, el marketing boca a boca y la creación de una comunidad de usuarios.

Este documento discute la importancia de diseñar un modelo de negocios sólido en lugar de centrarse únicamente en el producto. Explica que un modelo de negocio efectivo combina el segmento de clientes, la estrategia de precios, la distribución, los proveedores, la estructura de costos y los recursos para crear y capturar valor. También presenta un método para diseñar un modelo de negocios innovador utilizando un lienzo de nueve bloques que describe los elementos clave como la oferta de valor, los canales, las relaciones

Este documento presenta un taller para emprendedores que busca enseñar un enfoque diferente para iniciar un negocio. El taller introduce conceptos como startup versus empresa constituida, crear versus gerenciar, y modelo de negocios versus plan de negocios. Además, propone que los emprendedores definan claramente un problema a resolver, desarrollen soluciones innovadoras a través del diseño, y prueben continuamente sus hipótesis mediante experimentos, en lugar de enfocarse solo en el producto.

El documento describe varias razones por las cuales la innovación en restaurantes es importante. Explica que el marketing ha cambiado y ahora se enfoca en el cliente, la comunicación es bidireccional, y se trata de aportar valor en lugar de vender. También destaca la importancia de las redes sociales y cómo la formación online puede ayudar a los restaurantes a ser más competitivos adoptando estrategias como la ingeniería de menús y el neuromarketing.