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Refine ... Iterate ... Pivot

Creating something new and better is seldom a smooth start to finish process. More often it's a start, test, iterate, refine, re-start, re-test, re-iterate, get frustrated and quit!!



It starts with an idea, it always does! 

The first question, "Who cares? Are there any customers for our idea?" If the answer is "Yes, we think so ...", then move on to the next stage of development: a] create a business model that will fit our target customers and our idea; and b] develop our product and/or service in steps that can be tested and refine (agile engineering, it's called). 

If our first customers are happy with the results, find more and more customers and build up our venture. If our first customers aren't all that thrilled, iterate either our business model or our product/service, or both!

[Thank you, Steve Blank.]

Crucial Communication Channels




































At the core, every successful business venture looks like this. Of course, large complex organizations can look much more complicated than this basic diagram. But fundamentally, all successful business ventures consist of these key elements and have these critical paths of communications.

The "alphabetical" communication channels are external, between the key business venture teams and customers:

A] The Research & Development Team communicating with customers to determine what customer problems, needs, wants, and desire the venture should address

B] The Marketing Team communicating with customers to promote current venture solutions, product, services, and processes that solve current customer problems, and obtain feedback from customers relating to the performance of the venture in solving their problems

C] The Sales Team obtaining and processing orders from customers, and customer relationship management

D] The Operations Team building and delivering solutions, products, and services to fill customer orders

E] The Finance/Accounting Team collecting payment for the value delivered to customers by the products, services, and processes provided by the venture

F] The Venture Management Team soliciting feedback and inputs regarding the relationship between the customers and the venture

The "numbered" communication channels in Figure 5 are internal, the information being shared between departments in a business venture.

1] Marketing and Innovation Development Departments share information about customer problems, needs, wants, and desires, and the benefits, fit, form, function, and features of new products, services, and processes being created in the organization.

2] The Marketing and Sales Departments coordinate information about the benefits, fit, form, function, and features of currently available solutions, products, services, and process that match customer requirements, including the price of the offerings.

3] The Sales Department communicates information about customer orders to the Finance/Accounting Department such that the customer is properly billed when the solutions, products, and services are delivered.

4] The Sales Department communicates information about customer orders to the Operations Department such that the appropriate products and services are delivered to the customer.

5] The Operations Department communicates information about product and service delivery to the customer so the Finance/Accounting Department can accurately bill the customer.

6] The Research & Development Department (often called the Engineering Department) provides the Operations Department with bills of material and assembly instructions for creating the solutions, products, and services being sold to customers.

Tips for Building a Good Corporate Culture

  1. Give every member of your organization a chance to dream, and tap into the creativity those dreams embody.
  2. Stand firm on your beliefs and principles.
  3. Treat your customers like guests.
  4. Support, empower, and reward employees.
  5. Build long-term relationships with key suppliers and partners.
  6. Dare to take calculated risks in order to bring innovative ideas to fruition.
  7. Train extensively and constantly reinforce the company's culture.
  8. Align long-term vision with short-term execution.
  9. Use the storyboarding technique to solve planning and communication problems.
  10. Pay close attention to detail.
[Thank you, Walt Disney]

Tips for Developing a Venture Strategy

  1. Develop the vision statement, the mission statement, and the business model
  2. Describe the industry and context for the firm and its competitors
  3. Determine the firm’s strengths and weaknesses in the context of the industry and environment
  4. Describe the firm’s core competencies, its customers, and its competitive advantage
  5. Describe the opportunities and threats for the venture
  6. Identify the critical success factors
  7. Formulate strategic options and select the appropriate strategy
  8. Translate the strategy into action plans with suitable measures and controls
[Thank you, Tom Beyers]

Technology Readiness Levels


Thanks to NASA and the European Commission for this succinct guide to the readiness of technology ideas and concepts for commercial application.

 

Mission Statement ... The Critical Success Factor!

The world changes ... client needs, wants, desires; competitive offerings; economic environments; et alia.  
Every organization must proactively address change if it is to survive and thrive.  The four elements of the Critical Success Factor are excellent focal points for potential innovation in an organization.  

The Critical Success Factor statement is also an excellent Mission Statement template.

REAL Brain Modes of Thinking




 

Crucial Questions (CQs)


Ask and you shall receive!
First Round ... ask the the basic CQs
Second Round ... ask supporting CQs for each of the basics
Third Round ... dig deeper!

Why Ventures Fail

Addressed stagnant or decaying markets ... bad idea ... bad location ... bad luck ... bad management ... devaluation of assets ... disaster ... dishonesty ... dishonesty with self or partners ... excessive bad-debt losses ... excessive overhead expenses ... excessive use of credit ... excessive waste ... fraud ...
high interest payments ... improper balance between major company functions ... improper control systems ... improper market segmentation ... improper market testing ... improper price setting ... inability of spouse to accept the entrepreneur's drives and values ... inadequate financial analysis ... inadequate marketing analysis ... incompetence ... incomplete homework of the venture capital avenues ... incorrect sales forecasting ... ineffective control procedures ... ineffective customer interface ... ineffective direction ... ineffective planning ... lack of experience in the business area ... lack of fiscal responsibilities ... lack of leadership ... lack of managerial experience ... lack of organization ... lack of realization of the necessity to turn cash immediately ... lack of understanding of venture capitalist's goals ... management weaknesses and gaps ... neglect ... operational over-complexity ... over-inflated organizational structures ... over-staffing ... personal and domestic problems ... personal specifications in conflict with start-up's goals and objectives ... poor communications ... poor financial projections ... poor market gap analysis ... poor psychological work environment ... poor retail locations ... poor self-discipline ... poor venture capital appetite-whetting techniques ... premature approach of venture capital avenues ... premature incorporation ... premature patents ... premature product releases ... security indiscretions ... speculative losses ... superior competition ... technical problems ... the lack of zest for life which sustains a start-up ... too many details ... too rapid expansion ... trading area changes ... unable to solve customer's problems ... unbalanced experience ... under-capitalization ... under-staffing ... unfavorable economic conditions ... weak business plans ... weak incentive systems ... weak key employees ... weak marketing tactics ... weak money-leveraging methods ... weak motivation ...

Potential Sources of Differentiation

Every successful business is differentiated from its competition ... it could be very unique and significant, or it may be seemingly small and minor. But customers choose one enterprise over another for a reason. Following are some potential sources of value and differentiation to use as a guide when creating a competitive advantage strategy ...

ambiance ... branding ... business model ... community service ... contrived deterrence ... convenience ... copyrights ... cost advantages ... cost advantages independent of scale ... customer relations ... customer responsiveness ... customer service ... delivery ... distinct unique competencies ... economies of scale ... effective sales methods ... efficiency ... experience of doing business ... features ... functionality ... government regulation ... high quality ... image ... innovation ... intellectual property ... limited resources ... location ... low-cost ... manufacturing innovation ... market positioning ... market segmentation ... operational methods ... patents ... performance ... price ... product design ... product differentiation ... product innovation ... product selection ... product-line breadth ... quality ... rarity ... relationships ... reliability ... reputation ... selection ... service ... shopping experience ... supply chain relations ... switching costs ... trademarks ... trade names ... unique capabilities ... value

[1.07]

Tips for Picking the Right Opportunity

  1. You and your team are passionate and persistent ...
  2. Your team has or can learn the skills needed ...
  3. Your team can collaborate and cooperate ...
  4. The problem is clear ...
  5. The customers are readily identified ...
  6. The market is significant ...
  7. You have a feasible solution ...
  8. The competition is identifiable ...
  9. Your solution has better and sustainable benefits ...
  10. Your solution can generate a sustainable profit ...
  11. Your venture is timely, important, legal ...
  12. Your venture can build barriers to entry ...
  13. Your concept is scalable ...
  14. You'll invest less time, money, and effort in the venture than it will be worth in a couple of years ...
  15. If the opportunity turns out to be less than favorable, you can exit with minor losses ...
  16. Risks can be mitigated ...
  17. The upside potential is significant and timely ...
  18. Your team has a clear plan for success ...
  19. Your team can find the resources needed ...
  20. You and your team are committed to success ...
  21. The opportunity has a potential for long-term success ...

The Entrepreneur's Creed

  1. Do what gives you energy ... have fun!
  2. Figure out what can go right and make it happen.
  3. Say "can do" rather than "cannot" or "maybe."
  4. Illegitimi non carforundum: tenacity and creativity will triumph.
  5. Anything is possible if you believe you can do it.
  6. If you don't know it can't be done, then you'll go ahead and do it.
  7. The cup is half-full, not half-empty.
  8. Be dissatisfied with the way things are, and look for improvement.
  9. Do things differently.
  10. Don't take a risk if you don't have to ... but take a calculated risk if it's the right opportunity for you.
[Thank you, Jeffry A. Timmons and Stephan Spinelli]

Innovation Impact Mindmap



For 20+ years, I taught in a University of Arizona entrepreneurship program.  This Innovation Impact Mindmap started on the whiteboard in my office, a graphic schematic of the course syllabus.  

A syllabus is sequential, but innovation and entrepreneurship usually is not.  They bounce around a bit, from here to there and round again. 

The whiteboard version was fairly simple, but useful.  Students and colleagues took pictures of it for reference.  So, I thought, why not elaborate it just a little bit?  

[OK, OK, so maybe a little bit more than just a little bit!]  

I've added elements that I thought would be most useful, but certainly not all apply to every new venture! The "main highway" is the mission statement, highlighted in yellow.

Think of this Mindmap as a checklist of the elements you might want to visit as you travel around on your new venture adventure! 

High resolution .pdf .jpg and .png versions are available HERE.

--Jim