Tag Archives: Steve Blank

Strategic Planning for New Ventures. Part II: The Gut Check

In part I of this blog, I covered various views on strategy, namely the distinction between strategy as a theory for competition and strategy as the realization of goals by all means necessary.   We learned from the brilliant work of various though leaders including Porter, Christensen, Hamel, McGrath, Blank and Drucker that the formula for victory on the business battleground

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Strategic Planning for New Ventures. Part I: What the heck is strategy?

When working for a large company, I remember the arduous, but necessary process of yearly strategic planning, albeit I wasn’t personally invited to the swanky off-site or wherever “the generals gathered in their masses”. Now that I’m part of the management team of an early-stage biotech startup, I get invited to the party – yeah!   Then it dawned on me

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Search for a Scalable Business Model

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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Memo to large companies: Listen to Lean Startups

Taking a page from Lean Production (the rigorous scientific-like management practices used by Industrial Engineers since the day of mass production, coupled with a heavy dose of Japanese-management style employee engagement), the Lean Startup movement has taken the entrepreneurship world by storm – finally providing a playbook to make a system out of winning in what has previously seamed like

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“Lean” is back. And this time, it means business!

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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