All notes
Page 22 of 35 · 349 notes since 2002
-
The Waterfall Startup
How wise entrepreneurs embrace the predictable outcome of their vision to build innovations. A new groundbreaking methodology to create predictable outcome in chaotic situations. Pre-order …
-
Problem Interview Guide for Lean Startup Experience
The one-page guide we handed out at Lean Startup Experience for problem interviews: how to prepare, how to open, what to learn, which questions to ask, and how to close. With the three rules to remember.
-
Problem interview template
Nov-14 2014: Added entry to classify customer into early adopter or not using @Justin_Wilcox definition: someone who is actively trying to solve the problem Talking …
-
It’s time to fail! (Strategyzer)
Strategyzer: let ideas face their ultimate judge, the customer, as soon as they take shape. Two traps keep companies from testing early: the vision trap …
-
Put this Hammer Down – Why do Customer Discovery ?
“When you have a hammer everything looks like a nail” -Bernard Baruch Here, the hammer is your solution and the nails are your customers. I …
-
Delegate outcomes and goals rather than tasks (Giff Constable)
Moves the Needle's Lean Lunch with Giff Constable, CEO of the product innovation firm Neo: how he helps organisations let go of bad ideas and work on …
-
The importance of understanding your best users, by Ben Yoskovitz
Ben Yoskovitz, co-author of Lean Analytics: every startup has a share of « good » users, defined by the engagement that matters for its product. Look for …
-
The design sprint, from Google Ventures to Google[x]
Talk at Google I/O 2014 (46 minutes) by Daniel Burka, Jake Knapp and Nadya Direkova: the design sprint, a five-day process to prototype and test any …
-
Facebook’s experiment on emotional contagion
In June 2014, researchers from Facebook and Cornell published in PNAS an experiment run on nearly 700,000 users, whose news feeds were altered to show …
-
Nordstrom links design thinking, lean startup and agile
The Nordstrom Innovation Lab tells its journey as a team timeline: an agile team that iterated « to nowhere » on ideas nobody wanted, then added lean …
