citrix startup accelerator for northwestern mutual agile and innovation conference (november 10,...
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John McIntyreManaging Director
a presentation by:
Lets take a moment to remember 1987
Provide by:Janice Frazer, Director of Innovation Practice at Pivotal Labs
To meet the demands of the fast-changing competitive scene, we must simply learn to love change as much as we have hated it in the past.
Tom Peters, Thriving on Chaos: Handbook for a Management Revolution
Lets take a moment to remember 1987 Model 8580:
20 MHz Intel 80386 (32 bit)Up to 16 Mb of high speed RAM (=2MB) 140 Mb of disk storageAdvanced graphics Optional 16 MHz 80387 Math Co-ProcessorOS/2 or DOSMouse
1996/97Disruptive technologies typically enable new markets to emerge.
The reason is that good management itself was the root cause. Managers played the game the way it was supposed to be played. The very decision-making and resource-allocation processes that are key to the success of established companies are the very processes that reject disruptive technologies: listening carefully to customers; tracking competitors actions carefully; and investing resources to design and build higher-performance, higher-quality products that will yield greater profit. These are the reasons why great firms stumbled or failed when confronted with disruptive technological change. Clayton M. Christensen, The Innovator's Dilemma (1997): When New Technologies Cause Great Firms to Fail
1996/97The Lesson is, we all need to
expose ourselves to the winds of change.
Businesses fail either because they leave their customers or because their customer leave them ! Andrew S. Grove, Only the Paranoid Survive
Why does this matter?
S&P 500 churn since 2002ADDED TO the index LEFT the index
Increased Topple Rate
Back in the 1930s, a company coming onthe S&P 500 list could expect to remainthere for 65 years the average life-time ofa company on the S&P 500 has declined toabout 15 years, a decline of almost 80%.
businesses do not know how to adapt to the new conditions of the Information Era, and thus await a languishing future to be followed soon by death.
- Steve Blank - 2015
The decline of the blue chip
Software is eating the world, disrupting entire industries
$6B Valuation Financial Services
$19B Valuation Transportation
$3.2B Acquisition by Google Home Automation
$3.3B Valuation Travel & Hospitality
$20B Valuation Entertainment
$28B ValuationAuto/Home Energy
Developers will save the world!
-- solves the problem of waiting long periods of time before development can begin.
Provide by: Reuven Cohen
-- proven and repeatable problem-solving protocol focusing on customer empathy.
-- Emphasizing customer development to lead product development and bsuiness decision making.
-- a new method, idea, product.
disturbance or problems that interrupt an event, activity, or process (or business).
fail fast.Develop a culture of experimentation, be willing to try stuff, do it quickly. But if its not working, be willing to fail fast and pivot.
David Brown, Managing Partner of Techstars.
unless it solves real problems for real people.
Ten things from studying ten of the worlds fastest growing startups
What high-flying companies know about growth that no one else does.
Startup Growth Engines: How Todays Fastest Growing Startups Unlock Extraordinary Growth is more than 160 pages filled with the research, quotes, and insights packed into each case study. I hope it becomes a valuable part of your libraryespecially as a growth leader or entrepreneur looking for breakthrough growth. https://medium.com/@morganb/ten-things-i-learned-researching-ten-of-the-worlds-fastest-growing-startups-a53106e2599a
Lesson 1:Growth is nothing without
the product.Companies fail for two main reasonstrying to grow when they
shouldnt, or being too timid when they should. Product is the foundation of growth. Without it, sustainable growth is impossible.
-- Marc Andreessen
Lesson 2:Growth is never done
All of these companies have a relentless focus on growth. Its not just something they pay lip service to. They put headcount, resources, and
effort into growth.
Lesson 3:Growth is not marketing, marketing is not growth
It takes real growth teams across engineering, product, and yes, marketing, to design the growth programs that really move the needle.
Lesson 4:Doing what everyone else is doing is the wrong strategy.None of these breakout companies did it the same way that the
incumbents grew in their vertical or type of business. They all picked their own path, often leaving people wondering what they were thinking.
Lesson 5:Dont try to boil
the ocean.In Startups Always Have a Chasm to Cross, Andy Rachleff, co-founder of Wealthfront, highlights the critical importance of being laser-focused
on a niche early to achieve growth.
Lesson 6:Growth hacks have nothing to
do with short-term tactics.The term growth hacking is in the hype cycle whitewash, as journos
and others have misappropriated its meaning and assigned it to nearly every known digital marketing tactic.
Lesson 7:Do things that dont scale,
build things that do.Paul Grahams advice to startups is to do things that dont scale to get initial traction. This means things like concierging new customers, and
taking the time out to visit and talk with users, etc. In each of these companies cases they followed that advice in one way or another.
Lesson 8:There are analytics and then
there are insights.Lots of people track analytics. Plenty of dashboards, plenty of vanity metrics. Avinash Kaushik calls it data puking. Lots of numbers, little
insight. All of these successful companies uncovered real insights that drove growth.
Lesson 9:Combining multiple growth engines can lead to faster
growth.It has an assetall the codea network, and more. These things all
work together to drive massive adoption and growth.
Lesson 10:There are no silver bullets.
None of these companies have a single silver bullet. They didnt just explode into millions of users and downloads. Even the products that we think of as magical use meticulous growth strategies to drive adoption
BonusGrowth is a team sport.
The best companies are growth organizations at their core. Its in their DNA. From the top to the bottom everyone makes growth the imperative. There is no lone growth hackereveryone at the best growth companies
knows they have a role to play in driving growth.
Always be branding.And remember..disrupthis
innovate or die
Over 60 corporate accelerators opened in the last 4 years
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12Week Program 12 Participating Teams
Mix of Corporate & Startup Teams