Which projects should you pursue and which should you kill. This is a hard and difficult question.
How many times have you made decisions based looking at business plans with fancy powerpoint and excel presentations. Seeing that the estimates and ideas are guesswork, not backed by facts.
And once you make your decision on what project to kill or pursue, it is sometimes hard to justify the decisions to the rest of the organisation.
You know that innovation is risk and that there will always be uncertainties, but what if the guesswork can be backed up by facts that reduces the risk.
Investors are faced with these decisions all the time. And they are looking for facts that back the guesswork.
Startups has methods and tools to get these facts fast and with little money.
This is what we offer - to bring the tried and tested innovation methods from startups to your company.
Customer development to validate the guesswork
Startups are using a process called customer development to validate the guesswork. This is a iterative process. We have a workshop that describe this process where you can read more about how it works. [read about our customer development workshop]
We teach your team how to use customer development so that next time you read a business plan. Then you know it is backed by facts - facts that you can read and verify yourself.
Faster innovation, more creative and less politics
We can help you introduce these methods in your company. It will give you a much faster and precise innovation process.
It will also release creativity as the whole organisation can understand and contribute to the innovation process.
It also removes the discussions after your decision whether to kill or pursue a project. Who present the project, how good they are in making powerpoints, who they know in the organisation is simply not important anymore.
Articles of interest
As the oldest company on the stock exchange, GE might not seem like a candidate for most innovation, but to Johanna Wellington, CEO of GE Fuels, it makes perfect sense. “You don’t survive that long if you don’t continually reinvent yourself,”
But recently an important countervailing force has emerged, one that can make the process of starting a company less risky. It’s a methodology called the “lean start-up,” and it favors experimentation over elaborate planning, customer feedback over intuition, and iterative design over traditional “big design up front” development. Although the methodology is just a few years old, its concepts—such as “minimum viable product” and “pivoting”—have quickly taken root in the start-up world, and business schools have already begun adapting their curricula to teach them.