Remove Agile Remove Customer Development Remove Government Remove Software
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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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When It’s Darkest Men See the Stars

Steve Blank

Wave after wave of hardware, software, biotech and cleantech products have emerged from what has become “ground zero” of entrepreneurial and startup culture. the failure rate of new ventures (startups had no formal rules and were a hit or miss proposition), the slow adoption rate of new technologies by the government and large companies.

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How companies strangle innovation – and how you can get it right

Steve Blank

An existing company or government organization is primarily organized for day-to-day execution of its current business processes or mission. In reality for innovation to contribute to a company or government agency, it needs to be designed a process from start to deployment. There’s a much better way. Three common mistakes.

Incubator 316
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Innovation, Change and the Rest of Your Life

Steve Blank

And I’ve been lucky enough to watch innovation happen not only in hardware and software but in Life Sciences – in Therapeutics, Medical Devices, Diagnostics and now Digital Health. In the 1970’s, 80’s and 90’s, momentum shifted to the enterprise as large businesses supported innovation in PCs, communications hardware and enterprise software.

Restful 238
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Lean Startup at Scale

Startup Lessons Learned

One good example is the way in which we''ve adjusted the length of different phases of our agile sprints. We don''t follow a set agile methodology, but rather follow a more home-grown, minimal version of various approaches. The webcast is free with registration and will include a live Q&A with attendees. It wasn’t always this way.

Lean 167
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The Lean Startup SXSW 2013

Startup Lessons Learned

Software Engineer Steven VanRoekel CIO Dan Greenberg Co-Founder & CEO CHECK OUT THE AGENDA. > Nicole Lazzaro President Udi Nir CTO NEW! Seth Sternberg Co-Founder & CEO Scott Chacon CIO Kevin Hale Senior Product Manager NEW! Juan Diego Calle CEO Dharmesh Shah Co-founder & CTO Ross Snyder Sr.

Lean 165
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Blowing up the Business Plan at U.C. Berkeley Haas Business School

Steve Blank

The disadvantage is that its methodology was based on the old waterfall model of product development and not the agile and lean methods that startups use today. It taught lean theory ( business model design , customer development and agile engineering) and practice. Seeing Is Believing. Berkeley-wide.