At Scurri.com we have been influenced in the way we work by Lean Startup since we attended iGAP2 and Eric Ries encouraged me to launch during his workshop. As we did not have our payment engine completed and our site was still weeks from going live, its seem ludicrous at the time. However Eric is persuasive and convinced me to launch and at that moment we really started to learn about our business. He was also right, its was some time later, and the payment engine was well built, before we had sorted out a few other issues in our funnel and we had our first payment.
Recently we have refocused on Eric’s material and we have started to use Innovation Accounting to measure how we are progressing. Eric describes Innovation accounting as “turning leaps of faith into a quantitative financial model”. But how does this practically work? These are the three steps we established that we felt needed to be done to implement Innovation Accounting.
Innovation accounting works through three learning milestones.
- Build a Minimal Viable Product (MVP) to establish real data on the assumption that you require to be tested. This is your baseline.
- Now use experiments to tune your “engine” from the baseline to the stated ideal.
- Review progress toward the stated ideal and decide to either pivot (change direction) or persevere.
Check out my post at Scurri.com for more detail.
I was recently asked by Fleur at the Wexford Management Forum to speak on my Change Management Experience over the years. In my time I have been involved in manufacturing restructures, ERP system implementations, business acquisitions, business divestment’s, departmental restructures, CRM system implementations and lots lots more.
My experience is that any change process needs a combination of good process and understanding the emotional or people side of the change. Whilst communication is key, its really understanding and getting across the what, why, how and when is the important thing. I have tried to put up the slides that I have found useful and used on the night to support my talk, but they are too large. If anyone is interested in them email me and we can make arrangements using dropbox.
I have been asked by the folks at Wexford Management Forum to talk about a topic that I have worked on for many years, Change Management. So I am looking forward to speaking about the topic and sharing my experiences again next week.
The current business environment and challenges facing many small businesses are unprecedented. Businesses are continually faced with the challenge of adapting to the rapid pace of change. The process of change within your organisation is unique. Managers need to custom design change programmes for their organisations, and for change to be effective put systems in place that will drive the change in a collaborative and effective way.
Yet the biggest obstacle to change often comes down to ineffective communication. This seminar will introduce you with cutting edge tools that can help you deliver effective organisational change programmes by engaging effectively with key stakeholders.
The aim of my talk is to introduce managers to highly effective change management tools, which can be used to engage your people in the change process. A brief summary of what I will cover is as follows:
Dealing with the complexity of change
Understanding and dealing with human complexity
Understanding people and how people deal with change
My talk will explore the topic, but more importantly introduces participants to simple and effective tools that they can use to deal with complexity.
You can contact WMF to book or to get more details on the event email@example.com
Looking forward to seeing you there.
I spent last Friday attending Ash Maurya’s Running Lean conference in Dublin.
It was a great seminar, building on our experiences over the past year, since my introduction to Lean Startup with Eric Ries roughly a year ago.
The main principals that Ash outlined on the day were:
- First find a problem worth solving, then define a solution
- Demo before building
- Pricing is part of the product
- Maximize for speed, learning, and focus
- Build a continuous feedback loop with customers throughout the product development cycle
- Right Action, Right Time
- Build a path to customers from day one
- Identify early adopters
- Product/Market Fit (early traction) is the first thing that matters
I found everything he outlined fitted closely with Eric Ries’s insights and I think will be very valuable for us in Scurri.com in the coming months.