Innovation Culture Consultant
About the Author, Kaylee Kolditz
With 18 years of marketing and business development experience, I have worked with companies large and small across a variety of industries, but I get the most energy and joy from working with product development organizations. In my current role, I help product organizations identify and access the resources (trainings, publications, groups, events) to cultivate a culture of innovation. I also help folks network online and in person, and manage an online community and conference for innovation in product development.
Goals: I’d like to connect with companies in the NYC area interested in looking at the gaps in their innovation culture and putting a plan in place to cultivate a culture of innovation throughout their organization.
Some entrepreneurs and builders are driven by the prosp […]
We’ve learned a lot about creating great products from the Lean movement, not surprisingly in the ‘measure’ and ‘learn’ steps of the ‘Build, measure, learn’ cycle. In this thoughtful article, Chris Hoogewerff proposes a 4th step. He argues convincingly that it’s vital to maintain passion even after major pivots, and when we pivot to something that departs too much from that “thing” that compelled us to create our startup, we may be in trouble. To paraphrase, the litmus test could come in the form of a ‘Visualize’ step where we ask ourselves, ‘Do I love this new product and will I be fanatical about serving the people that will use it?’
Join us October 11, 2013 for Startup Product Summit SF2 to connect with lots of others that are passionate about product. Register: http://bit.ly/11jHipK
See on chrishoog.com
Great companies recognize that there are now multiple interdependent stakeholders, including customers, business partners, and social groups, who need to be part of your equation since they can drive or limit your success, in addition to management and stockholders.
…strengths of the management team or a sustainable competitive advantage…may not be sufficient to make your startup the great success embodied in your vision.
…renewed focus on other less tangible attributes which can set your startup apart.
- Conscious Capitalism® movement (led by John Mackey of Whole Foods)
- The B Team (led by serial entrepreneur Sir Richard Branson)
- Benefit Corporation (B Corp) form of business now available in 14 states
- be relevant and stay relevant
- find a voice relevant to the ecosystem
- gain balanced traction
- form partnerships and alliances within the ecosystem
- maintain a relevant laser focus
14 revealing signs you might love your job by Dharmesh Shah
- You see your internal and external customers not as people to satisfy but simply as people.
- You see your manager as a person you work with, not for.
- You help without thinking.
Above results from the http://culturecode.com/
So how does a great environment to work in with enthusiastic people passionate about delivering translate into product excellence?
Its obvious at a restaurant if the chefs infused love into the food, and the servers enjoy being there – you taste it and you feel it when you walk in to the environment.
But, is it obvious in other products – can you tell if the environment that the product was designed, developed and distributed in was one of “love and satisfaction” for all involved at every step of the way in the product lifecycle value chain?
See on On Startups
Michael Witham on Startups
- Business is hard. Startups are harder.
- Startups are not a recipe….Startups are dynamic, fluid, agile, in a state of constant change.
- Startups are not products, they are people.
Teams of people make the product, decide on the pricing, create marketing strategy, operate the business.
The most successful startups are not driven by products, they are driven by people making products.
See on www.businessreviewusa.com
Jason Goldman helped build Google and Twitter into what they are today — but few outside of tech’s inner circle know his name . On shunning the spotlight in a star-obsessed industry.
Jason Goldman Regarding “Product Managers”
He was explaining the product manager’s role, and not exactly overselling it.
- You’re the one that types the meeting notes,
- the one that is over-communicating the schedule,
- the one that goes and takes the meeting with the person no one else wants to meet with,” he said of his early work in the field.
- You’re just doing a lot of grunt work to make things run smoother.”
His first jobs were in user support, “in understanding how people use software,” he remembered. “It’s a great path into project management. You don’t have to be a designer, you don’t have to be an engineer.”
Product managers are sometimes said to oversee discrete components of a company, like feudal lords in a kingdom. But for many P.M.s, Goldman’s assessment is closer to reality.
“Everybody says the project manager is the C.E.O. of their project, and I think that’s total bullshit,” says Josh Elman, a former manager at Facebook and Twitter, the latter under Goldman. “The real heart of a product manager is the guy who sits in the back of the raft with the oar.”
- Troubleshooting behind the counter is perfect training for a product guy, overworked and unsung. If it sounds less plush than the chief executive’s chair, that’s because it is.
- “I’m the guy who stands up next, and says what does that mean in terms of what we’re building over the next six months,” he said.
- That’s the gritty work of fielding questions, farming out assignments and reconciling disagreements.
- “Your presentation doesn’t sound as good. Your presentation doesn’t have grand, inspiring goals,” Goldman went on.
- “You’re the guy who stands up and says, next week we’re going to fix a bunch of bugs.
- You’re the person that’s managing the fallout from the grand vision.”
- “He wasn’t the idea guy, as maybe some product people are,” Williams told me of Goldman.
- “He’s not necessarily defining what we need to do, he’s just making sure it got done. I don’t know that it’s a typical relationship, but it’s probably not super uncommon,” Williams added.
See on www.buzzfeed.com
Some stats on revenue cycle generation according to Jon Miller, Marketo founder and VP of Marketing
* 75-90% of the buying process is complete before a prospect even engages with a sales rep.
* Short forms outperform long ones
* Short content is most effective
* Visual content stands out, i.e. infographic generates 8x more views
* 7 touches are needed to convert a cold lead to a sale
* takes 123 days on average to convert a target to an opportunity
* Handoffs between functions have best potential to impact business performance
See on norcalbma.org
Alistair Croll and Benjamin Yoskovitz wrote the upcoming book Lean Analytics: Use Data to Build a Better Startup Faster. In the following interview, they discuss the inspiration behind their book,…
See on strata.oreilly.com
Dan Olsen, Entrepreneur, Interim VP of Product And Early Stage StartUp Product Management Expert, Discusses How to Apply Lean Startup Principles as a Product Manager