![Choose 1, Check your ideas with other groups
Clarity
Meaningful
Unique
2 Golden rules
If Clarity < 7
Write it again
If [(Meaningful * .6 )
+ (Unique * .4 )] < 6
You probably got a loser
One Suggestion
80](https://image.slidesharecdn.com/1bryancassadycyclescoursefinalintroduction-200302172042/85/CYCLES-Course-1-Course-Introduction-55-320.jpg)
![Choose 1, Check your ideas with other groups
Clarity
Meaningful
Unique
2 Golden rules
If Clarity < 7
Write it again
If [(Meaningful * .6 )
+ (Unique * .4 )] < 6
You probably got a loser
One Suggestion
80](https://image.slidesharecdn.com/1bryancassadycyclescoursefinalintroduction-200302172042/75/CYCLES-Course-1-Course-Introduction-55-2048.jpg)
Uploaded byBryan Cassady
CYCLES Course (1): Course Introduction
The document presents a course on building a successful business through innovation and effective systems, highlighting the importance of learning cycles and lean startup techniques. It emphasizes that anyone can innovate, and that good systems can enhance average individuals' abilities to succeed. Through practical strategies and group activities, the course aims to teach participants how to align, build, communicate, and systematically improve their ideas to increase chances of entrepreneurial success.
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CYCLES Course (1): Course Introduction
- 1. Cycles The simplest, provenway to build your business. Course Introduction http://tiny.cc/ESLCSA_intro
- 2. Welcome 1. Make anamecard 2. Make sure you have papers
- 3. Building a businessis hard work… In this class, a new, simplified way to increase Speed while reducing Risks
- 4. Bryan Cassady • 11Start-ups in 6 countries (8 winners, 1 loser, 2 unknown) • Professor: KU Leuven , Solvay Lecturer : Chicago, Berkeley, INSEAD, LSE • Director Founder Institute/ The European Innovation academy • 4 years of research with over 400 companies on the drivers of Innovation success • New Book Cycles – 24 co-authors around the ABCs of Innovation 3 Beliefs 1. Anyone can innovate 2. Bad systems will beat good people over time 3. Good systems can make average people great Helping companies bring bigger ideas to market faster, while reducing risks
- 5. What I see… (atcompanies of all sizes) 1. An incredible focus on the positive 2. A continual search for silver bullets 3. Scared to ask for help 4. If they ask, too much done internally 5. What they want to do lacks clarity / focus 6. Lack of systems / Lack of urgency 7. Avoid tough decisions and stay in a business too long Deluded Scared of Negative Alone Unclear Lacking Systems Not Making Decisions
- 6. Good versus greatEntrepreneurs If you have real product market fit and momentum you can (but probably won’t) succeed without systems and processes. The reality is most successful companies have hit the wall many times and pivoted their way to success. Processes / systems increase your odds of getting the pivots right and on time
- 7. A test… Whoare these companies today? Personal podcasting and sharing audio content
- 9. How do youthink they used Lean Start-up Techniques ? 15
- 10. Lean start upoverview • Scientific method (hypothesis driven= if, then , falsifiable) • Remove waste in the start-up process (lean) • Validated learning to reduce risks • Accelerate in batches • Build measure learn and famous pivots
- 11. Lean Start Up Howmany of my clients interpret this: Build, measure, learn Build, measure, learn Build, measure, learn Pivot to a Miracle. I believe miracles seldom happen, ideas are built over time “Step by Step”.
- 12. What an amazingidea !!
- 13. The Real Story: Build, Measure, Learn and improve 25 “Cold, but cool” “Someone might pay for this” “Love the rooms” “We’ve got an ICE Hotel” 1988 Started as an ice sculpture event 1989 A central unit was created called ARTic Hall. (60 M2) A specialist survival group of the Swedish Armed Forces spent the night They decided to put in a bar 1990 French Artist Jannot Derid No rooms in town, so they stayed 91-93 ARTic Hall expanded to 250 M2 Rented for Corporate get-aways Artists come and go and start making rooms 1993 Still losing money, needing corporate support Absolut Vodka got interested in corporate get-aways
- 14. Based on 4years of research with over 400 companies There are companies that succeed and companies that fail. The biggest difference between winners and losers is smart winners make good, even mediocre, ideas great over time. The Reality… Quality Of Ideas Time Start Learning Cycles No Changes Bad Cycles Smart Winners Lucky Winners Losers Losers
- 15. Cycles: The ABC’sOf Growth. Cycle 1 Cycle 2 Cycle 3 Cycle 4 Cycle 5 Align/Ask Build Communicate Check Systematically Improve Idea Quality Time
- 16. The Mental stateyou need as you go. • Humility... know you will get it wrong • Vulnerability to ask for help/ to say you don’t know • Get lots of feedback • Learn and move on • Don’t lose hope (but don’t be stupid)
- 17. Systems … Every systemis perfectly designed to get the results it gets. W. Edwards Deming 30
- 18. A simple idea… Manyforms The Demming Cycle • Lean Start-up • Design Thinking • Scrum
- 19. Design Thinking UNDERSTAND EXPLOREMATERIALIZE Empathize Define Ideate Prototype Test Implement
- 20.
- 21. The challenge ishow to make it simpler. The Common Feature Cycles of learning
- 22. A simpler, easierto remember formula with clear instructions “how to”. My Goal
- 23. Bad artists doit on their own Good artists copy Great artists steal
- 24. My New Book Ajoint project with accelerators / Experts around the world The ABCs of Innovation A = Alignment How to build organizational alignment B = Build How to build better ideas quicker C = Communicate / Check How to clearly communicate and check your ideas S = Systems How to set up the right systems to lead and get better over time
- 25. HOW CYCLES CONTRIBUTESTO THE STATE OF THE ART A new bit on alignment. It is important to know what to build or design. And how to instructions for B, C and S C Y C L E S Alignment (what to build) Build Communciate & Check Systematically Improve CYCLES OF LEARNING L E A N S T A R T - U P Build Measure Learn VALIDATED LEARNING S T R A T E G Y Z E R Design Test Execute VALIDATED BUSINESS MODELS
- 26.
- 27. SNARC A Semantic SocialNews Aggregator SNARC, When you want to know more SNARC helps discovering content by highlighting what is meaningful in a quick, smart and personalized manner. SNARC finds relevant content by learning from the content, the social web and you! 3 people with PHDs in Semantic Search / 2 start up experts and 500K to build their business
- 30. We are bestin class We have 15,000 downloads this week Our server response time is down to .8 seconds We were listed in TechCrunch last week Success is on the way An “Oh so typical” scale-up We build something great, profits will follow. 80% product development 10% getting new users 5% finding a business model 5% other ________________________ 100%
- 31. 2 types ofentrepreneurs 1. Risk takers (they like the macho bit) 2. Risk reducers (they like getting house odds) • A risk reducing entrepreneur will build a strategy that increases odds of success from • 10% • to 20% • to 50%
- 32. How… by askingagain and again “If this business fails, why would it fail ?” “If this business fails, why would it fail ?” “If this business fails, why would it fail ?” Then finding answers
- 33. Working in yourbusiness Working on your business We build something great, profits will follow. 80% product development 10% getting new users 5% finding a business model 5% other ________________________ 100% How will be make a business. 5% product development 10% getting new users 80% finding a business model 5% other ________________________ 100%
- 34.
- 35. Stop saying everythingis fine! It is time to stand naked in front of your team and partners and tell them the truth… “I need your help to solve the following issues..”
- 36. 5 Whys Why isno one paying for our service ? We never asked anyone to pay Why have we never asked anyone ? We haven’t found a pain someone is willing to pay to resolve Why no pain to resolve ? We haven’t focused on a specific segment yet Why no segment yet We have spent too much time at our desk Why too much time at our desk We are scared to meet clients because we don’t have ideas to sell We need ideas for things we can sell
- 37. Personally, I findnothing sadder than a CEO with a big team working alone on all the big problems…
- 38. TRUE Truly Simple Let's get paid N Narrative. Whyit is important (the story) If we can't find a way to get people to pay for our service, we have no business regardless of how great our technology is, how many people download our product or how useful it is. O Objective 3 ideas to make money that we can test R Restrictions : We are not interested in A fee for use of the plug-in People will not pay T Tactical Constraints: We have around 250 K to grow the business, so the solutions need to be low cost. AND we need to work with partners H Here is the place to start Look at areas where the of Information value is high and searching takes time (eg Job applicants, News stories, etc° Make it a story Be honest Be specific Ask for help TRUE N.O.R.T.H = A way to ask for help..
- 39.
- 40. Meaningfully Unique Ideas! Leverage Diversity Drive outFear = Explore Stimulus MU = S F D
- 41. 1. Define yourneeds to build direction and remove fear (already done) 2. Make sure you have a diverse team (Probably OK) ------------------------------------------------------------ 3. Get stimulus (Stimulus mining) 4. Mix and match (Association) Best practices
- 42. Stimulus Available #of practical ideas invented Low Stimulus Medium Stimulus High Stimulus 22 38 47 Value of Stimulus Stimulus Feeds The Brain Source: Jump Start your Business Brain
- 43. Traditional Model Individual Brainstorming Draining BeforeAfter Suck Method Uses your brain like a librarySource: Jump Start your Business Brain
- 44. Idea #1 Brain Operating System Idea #2 Idea#3 Idea #4 Stimuli Stimuli Stimuli Stimuli Stimulus sets off a CHAIN Reaction!!! Source: Jump Start your Business Brain
- 45. At their mostbasic, IDEAS are feats of association and constraints Source: Jump Start your Business Brain
- 46. You can usetools and systems to force new associations (there are hundreds of tools)
- 47. 666: Forced Associations • 8Min: Random combinations (look for ideas) • 2 Min: Pick top ideas and write them up.. The simplest way to write up ideas • Headline • Problem • Promise • Proof • Payoff
- 49. Let’s look forideas.
- 50. 1/ 1 /1 Apple = design and simplicity Students love music Substitute instead of showing the internet, show things to buy A fancy music mix trial list anytime someone visits a music site with an option to buy on Itunes Problem: Music choice Promise: Easy Choice Proof: All the knowledge of Itunes Payoff: Sales of music SNARC Bryan Domi 1 sep 19
- 51. Payoff Dramatic difference how istheir life different and better Proof Reason why should they believe you and dramatic difference Idea Format
- 52. Let’s look forideas. 65
- 53.
- 54. Chances are … yourideas are not as good as you think …
- 55. Choose 1, Checkyour ideas with other groups Clarity Meaningful Unique 2 Golden rules If Clarity < 7 Write it again If [(Meaningful * .6 ) + (Unique * .4 )] < 6 You probably got a loser One Suggestion 80
- 56.
- 57. How to makebrilliant ideas Talk with Friends Really Ugly Meetup Event Still Ugly Speak at Conference Less Ugly Investor Presentation Good Enough
- 58. Re-Work Target 1 Brilliant Idea Group assignment Beforethe next class
- 59.
- 60. 4 Characteristics ofeffective system thinking 1. A holistic view (The whole is often the same as the parts) 2. Thinking in loops (What causes what) 3. Focused on the big business drivers 4. Sequential not parallel problem solving
- 61. How systems thinkinghelps What did you learn ? What should you do next A hypothesis for a next learning loop Would you update the True North after this round of ideas (probably)
- 62. An example ofworld class … Objectives Process Alignment A new business / business model in 12 weeks A weekly learning cycle every week for 10 weeks A 2 day management meeting to agree «what and why» Plus basic training: How to build ideas/ the importance of systems 2 weeks 10 weeks Alignment Every Monday… what are we going to do this week Build ideas Every Friday… a brain-storming session (with new external people) Communicate Check Real-time research External experts to validate/ give feedback on all ideas Systems Identify death threats/ work on death threats Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting
- 63. Summary of theABCs
- 64. Benefits of theABCs method
- 65. The reality isthe ABCs is just a an easy way to remember a process … The choice of a process/system is less important than having a process that: Increases Speed Removes risk
- 66.
- 67. Course Overview Learning objectives •To understand the core of Lean Start-up - Validated Learning as a way to reduce risk • How to use a method – The ABCs to increase speed • Experience using some tools • An in-depth understanding of Sprints How • As much as possible, a learn as you go course • Weekly individual and group assignments • A group presentation each week • A final exam with questions known up-front
- 68. Exam and Grading ExamQuestions • What is your new updated definition of Innovation. Did it change ? Why, why not? • Assuming you want to, how would you make effective innovation a personal habit ? • 3 Ways to improve this class • As a group, document the stages of 1 CYCLE for a product / idea one of your group members is working on, mandatory elements True North Spark Deck Idea in 4P format, feedback, system view New True North (showing you learned something in the cycle) Grading • 25% class participation and your weekly journal • 50% your work in groups (Note ! A group grade corrected for your contribution) • 1 Class presentation • 4 assignments • 25% your final exam
- 69. A 5-minute Course Journal Required (foreach class) Not very useful Very useful
- 70. Date Hours What Group PresentationReadings Individual assignment (via google forms) Assignment in groups 28/11/2019 3,5 Introduction Lean Start up summary or HBRarticle None 28/11/2019 3,5 Alignment CYCLES Introduction (DRAFT) Summary: Competing against luck Article: St. Gallens, business model innovation Optional: Outcome Driven Innovation Your name Your personal definition of Innovation What would like to get out of this class Something Innovative to remember you What is a sprint ? TRUE NORTH 03/12/2019 3,5 Build Group 1 Problem Definition: Chapter (Draft) Create Chapter (Driving Eureka) Article Making the Difference Video lesson + PDF Making spark decks 1 page personal notes 03/12/2019 3,5 Financing a start-up None 1 page personal notes Spark Deck 1 good idea in the 4P format 12/12/2019 3,5 Communicate / Check Group 2 Summary: Jump start your business brain Video : Pretotyping Article: What is killing Innovation Article: Cognitive Dissonance 1 page personal notes Videos Test your ideas 17/12/2019 3,5 Systems (And Culture) Group 3 AND Group 4 An introduction to systems thinking Summary : Simplifying Innovation Video Russel Ackoff ORLearning Article 1 page personal notes A systems view 1 Full cycle (test, analyze, improve) 16/01/2020 3,5 Making Innovation an organizational habit Group 5 Summary : Atomic habits Summary: The Power of habits Article : Innovation as a habit (A very rough Draft) Summary : The knowing, doing gap Videos (there are 2): BJ FOGG 1 page personal notes Prepare final presentation 12/12/2019 3,5 Final Presentations 1 page personal notes 28 1 Totals