Remove Acquisition Remove Customer Development Remove Government Remove Security
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Why Companies and Government Do “Innovation Theater” Instead of Actual Innovation

Steve Blank

The type of disruption most companies and government agencies are facing is a once-in-every-few-centuries event. Ultimately, companies and government agencies need to stop doing this or they will fail. By process I mean all the tools that allow companies and government to scale repeatable execution. Process Versus Product.

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Hacking for Defense @ Stanford 2021 Lessons Learned Presentations

Steve Blank

Hacking for Defense has teams of students working to understand and solve national security problems. This was followed by an 8-minute slide presentation describing their customer discovery journey over the 10 weeks. This was my sixth time teaching a virtual class during the lockdown – and for our students likely their 15th or more.

Lean 385
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Nokia as “He Who Must Not Be Named” and the Helsinki Spring

Steve Blank

I presented to 1,000’s of entrepreneurs, talked to 17 startups, gave 12 lectures, had 9 interviews, chatted with 8 VC’s, sat on 4 panels, talked policy with 2 government ministers, 2 members of parliament, 1 head of a public pension fund and was in 1 TV-documentary. Toxic Business Press and Contradictory Government Incentives.

Finland 324
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Hacking for Defense @ Stanford 2020 Lesson Learned Presentations

Steve Blank

Second, doing customer discovery via video actually increased the number of interviews the students were able to do each week. The eight teams spoke to over 945 beneficiaries, stakeholders, requirements writers, program managers, warfighters, legal, security, customers, etc.

Oakland 301
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Technology, Innovation, and Modern War – Class 3

Steve Blank

We just held our third session of our new national security class Technology, Innovation and Modern War. So, it’s incumbent on us to think about the ramifications of these acquisition decisions. Advancements in these technologies will be driven by consumer demand and the potential for profit- not government directives.

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The National Geospatial Intelligence Agency Goes Lean

Steve Blank

We tend to associate the government with words like bureaucracy rather than lean innovation. But smart people within government agencies are working to change the culture and embrace new ways of doing things. Putting lean principles into NGA’s acquisition practices. The NGA, an organization within the U.S.

Lean 177
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The National Geospatial Intelligence Agency Goes Lean

Steve Blank

We tend to associate the government with words like bureaucracy rather than lean innovation. But smart people within government agencies are working to change the culture and embrace new ways of doing things. Putting lean principles into NGA’s acquisition practices. The NGA, an organization within the U.S.

Lean 177