Based on your assessment of the current situation facing your startup or innovation project discussed in my last blog post, the Gut Check (including a good grasp of the past and changing conditions ahead), it is time to put your core idea and inertia through the strategy ringer, or a set of decision-making criteria that should improve your prospects for
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In their book “The Startups Owner’s Manual” authors Steven Gary Blank and Bob Dorf argue that almost everything we know about taking products to market is wrong! How’s that for an opening statement!? They go on to illustrate how the world of new product introduction is littered with failures, mostly because companies (including startups) are using the wrong new business
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When the American auto industry desperately needed help in the 1980’s to catch up to foreign competition, namely from Japan, it essentially followed the motto: ”If you can’t beat them, join them.” Unconditionally, American auto companies gradually adopted a management philosophy that came to be known as “Lean Production” to improve competitiveness in operations, from logistics to manufacturing and sales.
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When formulating a new venture, consider the bond between invention and business model discipline – aka, Innovation. The birth of the Ford Motor Company story serves as a prime example. How many of you have ever heard of James Couzens? Without James Couzens, you probably would not have heard of Henry Ford. James Couzens completed Henry Ford. Ford, the visionary
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Necrophone 