Remove Acquisition Remove Agile Remove Customer Development Remove Product Development
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The Customer Development Manifesto: Reasons for the Revolution.

Steve Blank

After 20 years of working in startups, I decided to take a step back and look at the product development model I had been following and see why it usually failed to provide useful guidance in activities outside the building – sales, marketing and business development. So what’s wrong the product development model?

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Why Companies and Government Do “Innovation Theater” Instead of Actual Innovation

Steve Blank

HR processes, legal processes, financial processes, acquisition and contracting processes, security processes, product development and management processes, and types of organizational forms etc. Process Versus Product. In government agencies process versus product has gone further.

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Why Build, Measure, Learn – isn’t just throwing things against the wall to see if they work

Steve Blank

Waterfall Development. While it sounds simple , the Build Measure Learn approach to product development is a radical improvement over the traditional Waterfall model used throughout the 20 th century to build and ship products. But it lacked a framework for testing all commercialization hypotheses outside of the building.

Lean 120
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Lessons Learned: The three drivers of growth for your business.

Startup Lessons Learned

is an elegant way to model any service-oriented business: Acquisition Activation Retention Referral Revenue We used a very similar scheme at IMVU, although we werent lucky enough to have started with this framework, and so had to derive a lot of it ourselves via trial and error. The AARRR model (hence pirates, get it?) Expo SF (May.

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The National Geospatial Intelligence Agency Goes Lean

Steve Blank

To promote innovation inside the NGA, they’ve staffed an Enterprise Innovation Office (EIO) to coach, educate and advise the entire agency, from core leadership to the operational edges, with methods and concepts of validated learning through rapid experimentation and customer development.

Lean 177
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The National Geospatial Intelligence Agency Goes Lean

Steve Blank

To promote innovation inside the NGA, they’ve staffed an Enterprise Innovation Office (EIO) to coach, educate and advise the entire agency, from core leadership to the operational edges, with methods and concepts of validated learning through rapid experimentation and customer development.

Lean 177
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Lessons Learned: Validated learning about customers

Startup Lessons Learned

Their product definition fluctuates wildly – one month, it’s a dessert topping, the next it’s a floor wax. Their product development team is hard at work on a next-generation product platform, which is designed to offer a new suite of products – but this effort is months behind schedule.

Customer 167